When it comes to building a successful IT Channel program, partner engagement and enablement are the secret sauce. It’s not enough to simply bring partners into your ecosystem and expect results—you’ve got to actively empower them. The challenge lies in transforming your partners into high-performing, highly motivated extensions of your salesforce. This requires a deliberate, multifaceted approach that touches on training, onboarding, and personalized engagement strategies.

So, how do you deepen those relationships, accelerate productivity, and truly drive engagement? It starts with understanding that partner enablement isn’t just about throwing a few resources their way. It’s about offering the right tools, guidance, and experiences to ensure your partners feel supported, valued, and aligned with your goals.

Let’s break down the key areas that can give your partner program the edge it needs.

Enhancing Partner Training: Go Beyond the Basics

Many vendors provide training, but not all training is created equal. Partners need more than a few webinars or a static knowledge base. Training should be comprehensive, dynamic, and adaptable to different learning styles to accelerate productivity and boost partner engagement. Here’s how you can step it up:

• Interactive Learning: Incorporate interactive modules, quizzes, and certifications to ensure partners not only complete training but actually retain and apply what they’ve learned. A Learning Management System (LMS) that allows for self-paced learning while tracking progress can make all the difference.
• Role-Specific Training: Tailor training to the specific roles within your partner’s organization. Whether they’re in sales, technical support, or marketing, delivering content that resonates with their day-to-day responsibilities makes it easier for partners to execute and excel.
• Continuous Enablement: Enablement doesn’t stop after onboarding. Ongoing education, new product updates, and training on the latest market trends keep your partners ahead of the curve—and more committed to your solution.

By keeping your training fresh and targeted, you equip your partners with the knowledge they need to sell more effectively and stay engaged long-term.

Improving the Onboarding Experience: Make It Seamless

First impressions matter—especially when it comes to onboarding. Too many Channel programs falter here, throwing partners into a complex maze of disjointed systems and outdated tools. You’ve got to do better than that if you want to see fast results.

Here’s how to enhance your onboarding process and get partners productive quickly:

• Streamline the Experience: Keep onboarding smooth by simplifying the steps required to get up and running. Partners should have easy access to everything they need, from product demos to sales resources, without jumping through hoops or dealing with clunky portals.
• Onboarding Playbooks: Create customized onboarding plans for each partner. Personalized playbooks with clear milestones, expectations, and resources tailored to their unique business model will make onboarding faster and more efficient.
• Onboarding Support: Ensure that live human support is readily available to guide partners through onboarding hurdles. Whether it’s a dedicated support team or real-time chat options, having quick access to assistance can prevent partner frustration and churn.

A well-structured onboarding process can slash time-to-revenue, allowing partners to hit the ground running and stay engaged right from the start.

Personalized Partner Plans: One Size Doesn’t Fit All

Your partners aren’t clones. They vary in size, focus, market reach, and business model. So why are so many vendors still trying to fit them into one-size-fits-all partner programs? Personalized partner plans are critical for driving deeper engagement and productivity.

Here’s what you can do to tailor your approach:

• Segment Your Partners: Divide your partners into tiers based on their potential impact, sales capacity, or level of engagement. Then, provide tailored benefits, resources, and incentives that align with each segment’s needs.
• Custom Incentive Programs: Incentives should be more than blanket discounts or one-size-fits-all promotions. Offer targeted incentives that resonate with each partner’s unique motivations, whether it’s through enhanced margins, market development funds (MDF), or co-marketing initiatives.
• Individual Growth Plans: Sit down with your partners and create personalized growth strategies. Regularly evaluate their progress and adjust the plan as needed. By showing that you’re invested in their success, you’ll build loyalty and drive higher engagement.

Personalization is the key to making each partner feel valued and supported, which translates into stronger, more productive relationships.

Why Partner Engagement and Enablement Are Game-Changers

Partner engagement is about more than making your partners “like” you—it’s about driving tangible results. Engaged partners sell more, stay loyal longer, and are more likely to recommend your solution to others. And enablement? That’s the engine that drives partner productivity. When partners have the tools, training, and support they need, they perform better—and that directly impacts your bottom line.

Are You Ready to Supercharge Your Partner Program?

Engaging and enabling your partners doesn’t have to be a guessing game. ZiftONE, the market-leading channel management software, was designed to make partner relationships thrive. With two decades of experience, we’ve built a platform that simplifies the chaos, helps you manage your entire partner ecosystem, and drives engagement through world-class enablement.

Happier partners happen here. Ready to pack a punch with ZiftONE? Say goodbye to confusing portals, disjointed tools, and mismanaged data. With ZiftONE, you’ll:

• Improve the partner experience—and see your program success skyrocket.
• Manage the entire journey from marketing and lead generation to sales.
• Gain clarity with consistent oversight of your funnel.
• Leverage rich analytics to hone in on the metrics that matter most.
• Simplify program management with an all-in-one solution that scales as you grow.

Learn more about accelerating time to sale and driving profitable engagement by downloading our research report: Accelerating Channels, An Expert Perspective

The post Unlocking Partner Potential: How Engagement and Enablement Fuel Growth appeared first on Zift Solutions.

In today’s complex B2B ecosystem, traditional Partner Relationship Management (PRM) software is often criticized for its inability to keep up with the fast pace of partner-led and influenced deals. While legacy PRMs once served a purpose, they’ve struggled to adapt to the demands of modern channel partnerships. Unifyr, the evolution of Zift Solutions, stands out as a comprehensive, AI-powered platform that unifies suppliers, partners, and agencies. It’s not just an updated PRM but a solution designed to solve the most pressing challenges in partner management.

Unifyr is more than just an updated PRM—it’s a comprehensive, AI-powered platform built to unify suppliers, partners, and agencies. It simplifies operations, enhances collaboration, and creates new growth opportunities, addressing the limitations that legacy PRMs often fail to resolve. Here’s how Unifyr tackles these challenges.

The Evolution of Partner Management: From PRM to Unifyr

Legacy PRMs often need to catch up in today’s interconnected value chains, but the journey from traditional PRM to Unifyr represents a significant transformation in channel management, not just an upgrade.

Revolutionizing the Partner Experience (PX)

One of the biggest criticisms of traditional PRMs is their poor partner experience, which is typically reduced to a “password-protected brochure” model with static libraries and limited engagement. Unifyr flips this model by creating an AI-driven, collaborative platform that empowers partners with personalized onboarding, guided training, and customized workflows.

Instead of simply pushing information, Unifyr makes partners active participants in the process, giving them the tools and resources to contribute meaningfully to your business. Recent insights from Jay McBain, Chief Analyst at Canalys, confirm that partners value ease of onboarding, personalized training, and clear objectives above financial incentives. Unifyr is built to address these priorities, empowering partners for growth and success.

Eliminating Data Fragmentation

Another common issue with legacy PRMs is fragmented data, where silos and a lack of integration obscure partner performance. Unifyr resolves this with seamless integration across your entire tech stack and real-time analytics that provide a clear, unobstructed view of your partner ecosystem, ensuring clarity and efficiency in your operations.

With ZiftONE, Unifyr captures metrics like lead conversion rates, sales cycles, and campaign engagement, offering actionable insights that help businesses make smarter decisions. This transparency ensures suppliers and partners have a 360-degree view of performance, fostering stronger, data-driven partnerships.

Scalability and Flexibility

Traditional PRMs often need help to scale efficiently as businesses grow their partner networks. Unifyr is built to scale seamlessly, whether your partners are resellers, system integrators, or co-selling entities.

Unifyr’s solutions—ZiftONE, Unifyr+, and UnifyrPro—offer flexibility for diverse partner ecosystems. Integrating with CRM and marketing automation systems, Unifyr breaks down data silos, ensuring a holistic view of your partner operations and allowing businesses to expand without being limited by rigid, outdated platforms.

Long-Term Strategic Alignment

Legacy PRMs focus on short-term transactional relationships rather than building strategic, long-term partnerships. Unifyr changes that by fostering a two-way collaboration model, where partners and suppliers collaborate to co-create value, develop strategic initiatives, and grow together over time.

With UnifyrPro, suppliers and partners collaborate on tailored channel strategies and co-marketing efforts, fostering deep relationships beyond short-term sales targets. This strategic alignment ensures that partners generate revenue and grow their skills and expertise in ways that benefit both parties for the long term.

Re-engagement and Activity

Disengagement is a common issue with traditional PRMs that rely on one-way communication. Unifyr resolves this by making partners active collaborators in co-creating marketing content, sharing best practices, and engaging in real-time supplier interactions.

Unifyr’s continuous learning features are a game-changer for partners. They ensure access to the latest training, resources, and tools, keeping partners engaged and confident in promoting your solutions. This approach turns partners into strategic allies committed to driving your success.

Why Unifyr Is the Future of Channel Management

The issues with traditional PRMs—poor partner experience, data fragmentation, lack of scalability, short-sighted relationships, and disengagement—have long frustrated businesses trying to build robust channel ecosystems. Unifyr is the solution that solves these problems by creating a unified, AI-driven platform that adapts to the evolving needs of modern B2B partnerships.

By focusing on collaboration, data integration, and scalable growth, Unifyr redefines partner management. It’s not just about managing transactions—it’s about building long-term, strategic partnerships that drive success for everyone involved.

The Key Takeaways:

• Unifyr is the future of partner management, addressing the shortcomings of legacy PRMs.
• With ZiftONE, Unifyr+, and UnifyrPro, businesses get a unified platform that simplifies collaboration, provides real-time data, and ensures scalability.
• Unifyr enables businesses to move from transactional relationships to strategic, long-term partnerships that drive sustained growth.

Partner management isn’t obsolete—it’s evolving. Unifyr is at the forefront of this evolution, empowering suppliers, partners, and agencies to collaborate, grow, and thrive together.

Ready to see the future of partner management?

Visit www.unifyr.com to learn how Unifyr can help transform your channel strategy and drive unprecedented growth.

The post Solving Common Channel Management Issues appeared first on Zift Solutions.

Often referred to as the “Olympics for HR professionals,” the Stevie Awards for Great Employers recognize the best employers and HR achievements globally, spotlighting outstanding workplace culture, employee engagement, and leadership practices.

Unlike awards companies may pay to enter, this Stevie Award was earned through a rigorous application process. Laura Crawford, Chief People Officer at Zift Solutions, expressed excitement about the win, noting that the award showcases the company’s genuine dedication to fostering an environment where employees can thrive. “This recognition speaks volumes about the caliber of achievements we’ve put forward,” Crawford said. “We’re thrilled it highlights our true focus on employee engagement and professional development.”

What Makes Zift Solutions Stand Out

Zift Solutions has distinguished itself in areas crucial to modern employee satisfaction and engagement. The company’s efforts in employee engagement, professional development, and creating a culture of happiness were central to earning this accolade. These elements, combined with a focus on clear communication and fostering connections in a virtual work environment, make Zift an attractive place for current and prospective employees.

Some of the standout initiatives include:

• Employee Engagement Programs: With an 89% employee participation rate, Zift’s initiatives focus on keeping employees connected and motivated through in-person and virtual activities.
• Professional Development: Zift has prioritized development programs with 100% employee participation in learning programs designed to elevate business understanding and skill sets. The company has crafted customized training and group sessions to encourage team collaboration and growth.
• A Culture of Happiness: By promoting a safe and inclusive work environment, Zift encourages employees to bring their authentic selves to work, leading to higher engagement and overall satisfaction.

Commitment to Customers Drives Company Success

Crawford highlights a common thread among Zift employees: their passion for customers. Whether through innovative solutions or customer engagement, Zift Solutions is committed to delivering outstanding client results. This dedication and clear communication about company strategy have kept employees aligned and focused on the company’s vision.

Leading the Way in a Competitive HR Landscape

The Stevie Awards take work to come by. This year, over 1,000 organizations from 35 countries were nominated for awards in various HR-related categories. More than 100 professionals participated in the judging process alongside a public voting system that garnered over 34,000 votes. The stiff competition and stringent selection process make Zift’s achievement even more remarkable.

The award celebrates the company’s internal success and its role as a trailblazer in modern human resources practices, mainly when employees demand more than just a paycheck—they seek meaning, growth, and alignment with the company’s values.

A Vision for the Future

Zift Solutions continues to foster an inclusive environment where employees feel valued and empowered. As the company embraces its new identity as Unifier, the core values that have driven its success remain intact. The focus on unity and alignment—having “one voice, one team, and one understanding”—ensures that employees and customers are part of a cohesive journey towards innovative solutions and customer satisfaction.

As Zift Solutions moves forward, this Bronze Stevie® Award is a testament to its commitment to its people and future success. The organization’s continuous investment in its employees and dedication to creating a positive, growth-focused work environment promises to keep Zift at the forefront of the industry for years to come.

Join us at Zift Solutions and learn more about career opportunities here.

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Market Development Funds (MDF) are a channel staple. For years, vendors have offered MDF to partners who then complain that the programs are too hard to use, not transparent enough, or don’t engage with them, which translates to lost opportunities and sales.

So, how do you create an engaging and successful MDF program that benefits you and your partners? And how do you design a program to make it easy, trackable, and repeatable? We asked the experts.

Three Key Practices

Ryan Morris, Principal at Morris Management Partners, shares, “The most effective MDF programs align with three key practices: 1) Initiative-based: zero entitlements for any partner, but no limits for partners who perform. 2) Outcome-centric: no product marketing messages, only customer result promises. 3) Human concierge-driven: big partners can be self-sufficient, but small partners will never grow in DIY programs. The bottom line is to invest in growth and not pay for past performance.”

Financial Considerations

The foundation of IT channels has remained the same since inception: when your partners succeed, you succeed. However, the tools and support they need have changed. Today, they are looking for influential event and digital marketing campaigns, advanced training, and sales enablement tools.

Dalyn Wertz, Executive Director of indirect Programs and marketing at Comcast Business, emphasizes the importance of understanding and efficiency in MDF programs: “As marketing resources and bandwidth are stretched in our industry, working efficiently is key. Understanding marketing trends and streamlining repeatable offerings with clear metrics and KPI goals will allow you and your team to work smarter and more efficiently.”

Successful companies and programs are all about the metrics. The simplest way to calculate this is MDF Program ROI = (Sales growth resulting from MDF Program – MDF Cost) / MDF Cost.

For instance, if a partner needs to increase the number of MQLs to hit a $20,000 opportunity in one quarter, you and the partner may determine the need for 300 MQLs. With an estimated cost per lead of $100, resulting in a $3,000 investment, you might share this cost with the partner. If your $1,500 investment results in $20,000 revenue, your ROI would be about 12 times.

Repeatable Processes

We all love an “easy button,” and being easy is the key to success when it comes to MDF programs. Michelle Ragusa McBain, Global Channel Chief, SonicWall, shares, “The purpose of market development funds is to help reinvest back into the partners that invest in us. Our goal is to drive mutual success by co-branding, co-marketing, co-selling, and imagining together!”

“We know many partners have multiple vendors they might work with to complete their solutions stack. In our numerous surveys of our SonicWall partners and through outside-in listening, doing business was a top priority. It was essential that we used automation and intelligence to drive a repeatable playbook of success for our partners. In addition, we partnered with ecosystem partners that can help innovative ideas foster growth and creativity to execute their business needs.”

Reporting and Feedback

Jen Waltz, founding vice president at Kron Technologies, highlights the importance of reporting and continuous feedback. “At Kron Technologies, we emphasize the importance of robust tracking and reporting systems for MDF fund usage and campaign performance. We recommend implementing automated systems that leverage CRM and marketing automation tools to integrate data seamlessly. Regular reporting for partners is crucial, showcasing critical metrics such as lead conversion rates, sales impact, and overall campaign effectiveness.

Moreover, continuous feedback and improvement are vital. Regularly soliciting feedback from partners on the MDF process, understanding their challenges, and gathering their suggestions for improvement allows us to make necessary adjustments. We continue refining and enhancing our MDF program by utilizing this feedback and performance data to ensure its effectiveness and relevance.”

About ZiftONE: Make Your Partner Experience Legendary

ZiftONE’s Partner Relationship Management platform simplifies the partner experience. It provides training, a collateral library, and detailed reporting. ZiftONE users saw a 34% reduction in time-to-revenue for partners. Features include a portal builder, integrated training, and advanced analytics. 

Read more about Unlocking the Potential of Market Development Funds in our e-book.

Creating a successful MDF program starts with listening to your partners’ needs, asking questions, and showing you are interested and curious about their business and success. Our industry experts agree that the keys are setting clear expectations, investing in growth, and using automation to create a successful MDF program with increased partner engagement.

Recommended reading from additional industry experts: Investment with Market Development Funds (MDF) and Beyond for Partners

The post Creating a Repeatable MDF Program appeared first on Zift Solutions.

Charles Bowen said, “Summertime is always the best of what might be.” And as the days grow longer and vacations become the norm, maintaining partner engagement can be challenging. 

However, with strategic planning and creative approaches, you can keep your partners engaged and foster stronger relationships, which can be a winning season for your channel program.

Here are a few recommendations on how to make the most of the summer season:

Offer Engaging and Thematic Content

Desraie Thomas, of Ostendio, shares, “In Calgary, we have the Calgary Stampede. Most businesses will host a client event during this time. Examples: pancake breakfast, BBQ with music, and then because the city is so busy, you can think of a budget and event, and there will be an option. 

Summertime is an excellent time for business development, doing things that lighten your partner’s heart. It isn’t necessarily about the close but about the relationship. Communities are amazing during the summer, with most cities hosting many local events. Who are your community partners? Where are they? Are they sponsoring any events that you can participate in? 

Host a community market, giving your Partners (depending on who they are) a place to showcase what they offer. It shows you care about their business and want to support them.”

Schedule and Plan Ahead

Plan essential meetings well in advance to accommodate vacations, showing respect for your partners’ schedules. Summer often brings downtime, a perfect opportunity to encourage your partners to engage with your training and certification materials over extended periods, allowing them to interact with your content at their convenience. Utilize ZiftONE’s Channel Learning tools to provide engaging and valuable learning experiences that keep your partners’ skills sharp and ready for the busy seasons ahead.

Personal and Meaningful Communication

Heather Margolis, President and CEO of Channel Maven, recommends ” taking a more casual and personable approach to communication. Have the channel leader create videos that are not overly produced. On their smartphone, sitting outside on a hike, or at the golf course. Speak directly to the partner’s pain points and give them advice. “

Add Value with Special Offers and Events

Michelle Accardi, CEO of Liongard, offers the following suggestions: “To keep partners engaged during the summer months, it’s crucial to maintain consistent communication and provide them with valuable resources. Hosting virtual events, webinars, and training sessions can help keep them informed and motivated. Additionally, offering special incentives and exclusive promotions can drive engagement and show our appreciation for their continued partnership. By fostering a sense of community and support, we can ensure our partners remain active and enthusiastic throughout the summer.”

Be Prepared and Flexible

Prepare for emergencies by having backup contacts in place. Offer to meet your partners at their preferred locations, showing flexibility and respect for their time. This approach makes it more likely they’ll agree to meet and stay engaged.

Create Excitement with Promotions and Giveaways

Hold exclusive summer promotions and giveaways to entice engagement. Highlighting the limited-time nature of these offers can prompt action from your partners. Keep the content lighthearted and informal to match the summer vibe, saving more technical posts for other times of the year.

How ZiftONE Can Help: Enhancing Partner Experience for Better Revenue

Because better partner revenue starts with a better partner experience, your business and data silos are holding you back. Marketing leaders are drowning in vanity metrics. Channel Account Managers spend more time with spreadsheets than partners. ZiftONE makes it easy for channel leaders to collaborate internally and with partners to build pipelines and win buyers.

• ZiftONE Partner Management: Through customized, highly intuitive admin dashboards, ZiftONE makes it easy—and enjoyable—for your partners to stay engaged with your brands.
• ZiftONE Channel Sales: Give your PAMs/CAMs the data they need to focus partners on high-value activities, keep them armed with the right information, and hold them accountable for their performance.
• ZiftONE Channel Marketing: ZiftONE allows you to easily manage multi-touch digital marketing campaigns designed to generate leads and support daily pipeline growth.
• ZiftONE Channel Learning: ZiftONE gives you powerful tools for webinar management, testing and exams, partner certifications, and more.

By adopting these combined strategies and leveraging ZiftONE’s capabilities, you can turn the summer season into an opportunity for innovation, connection, and growth. Show your partners you value their time and engagement, and you’ll build stronger, more lasting relationships.

The post Maximizing Partner Engagement During Summer appeared first on Zift Solutions.

Your business thrives when you effectively measure and track the right metrics. Metrics provide a framework for evaluating performance, making data-driven decisions, and driving growth and innovation. For IT vendors, identifying and tracking these success metrics is crucial to staying competitive and achieving business goals. However, finding the metrics that matter most and not getting lost in a sea of data points can be challenging.

Understanding Success Metrics

Success metrics are measurable values organizations use to gauge their progress toward specific objectives. These metrics can be quantitative or qualitative, depending on the business goals and the type of metric. By tracking these metrics, businesses can objectively assess their performance, identify areas for improvement, and align their strategies with their goals.

Key Success Metrics for IT Vendors

• Revenue Growth: Measuring the increase in sales over a specific period indicates the effectiveness of your sales strategies and market demand for your products.
• Customer Acquisition and Retention Rates: These metrics show how well you attract new customers and retain existing ones. High retention rates often correlate with customer satisfaction and loyalty, which, in turn, boosts revenue growth.
• Profit Margins: Profit margins reflect the efficiency of your operations and the profitability of your sales. Monitoring both gross and net profit margins is essential to understand your financial health.
• Market Share: This metric helps you understand your position in the market relative to competitors. Increasing market share indicates successful competitive strategies and the value your channel partner places on your relationship.
• Customer Satisfaction: Measuring customer satisfaction through surveys and feedback can provide insights into customer experience and areas that need improvement. Include customer satisfaction and NPS (Net Promoter Score) in your monthly review metrics and consider placing customer satisfaction scores in your partner programs.

Setting Up Success Metrics

Establishing the right success metrics involves several key steps:

• Define Your Business Goals: Start by clearly defining your business goals and objectives. Your goals will guide you in identifying the specific metrics that align with them. For example, if your goal is to increase market share, focus on metrics related to sales growth and customer acquisition.
• Align Metrics with Your Strategy: Ensure that the metrics you choose align with your overall business strategy. Each metric should provide insights into a specific aspect of your strategy, such as customer acquisition, revenue growth, or operational efficiency.
• Prioritize Actionable Metrics: Focus on metrics that can drive significant improvements in your business. Avoid vanity metrics that do not impact your bottom line or strategic goals. Actionable metrics provide insights that lead to meaningful actions and business growth.
• Consider Industry Benchmarks: Research industry benchmarks to understand how your metrics compare to those of competitors. This will help you set realistic goals and identify areas for improvement.
• Leverage Technology and Analytics Tools: Utilize advanced analytics tools to efficiently collect, analyze, and visualize data. Tools like ZiftONE provide customizable dashboards that make it easy to monitor and interpret your metrics, ensuring you have the insights needed to drive success.
• Continuously Evaluate and Refine: Regularly review and adjust your metrics to ensure they remain relevant and aligned with your evolving business goals. As your business and the market change, your success metrics should adjust accordingly.

The Role of ZiftONE in Measuring Success

ZiftONE is designed to help IT vendors streamline their operations and enhance their partner relationships by providing comprehensive solutions for sales, partner management, and channel marketing.

• ZiftONE Channel Sales: Equip your Partner Account Managers (PAMs) and Channel Account Managers (CAMs) with the data they need to focus on high-value activities, stay informed, and remain accountable for their performance.
• ZiftONE Partner Management: Through user-friendly, customizable admin dashboards, ZiftONE makes it easy and enjoyable for your partners to stay engaged with your brand, fostering stronger relationships and better performance.
• ZiftONE Channel Marketing: ZiftONE empowers you to take control of multi-touch digital marketing campaigns designed to generate leads and support pipeline growth continuously, ensuring your marketing efforts are always aligned with your business goals.

What Gets Measured Gets Done

John E. Jones said, “What gets measured gets done, what gets measured and fed back gets done well, what gets rewarded gets repeated.” Not all metrics are right for every business or program. Measuring for success involves identifying and tracking the right metrics that align with your business goals and strategies. Leveraging tools like ZiftONE can assist IT vendors in streamlining their operations, enhancing partner engagement, and driving significant business growth. Remember, you need to report, iterate, and repeat measurements to keep them current and actionable.

To learn more about how Zift Solutions and the ZiftONE product offering can help you achieve your business goals, visit our website or contact our team for a personalized consultation. Let’s measure for success together.

The post Measuring for Success appeared first on Zift Solutions.

As channel companies seek ways to optimize their marketing strategies and stay ahead of the competition, it’s the topic on everyone’s marketing BINGO card. Artifical Intelligence (AI).  With its ability to analyze large amounts of data and provide actionable insights, AI is revolutionizing how channel marketing strategies are developed and executed. However, great channel marketing still comes from experienced marketers who know how to harness AI to maximize their output.

Benefits of Using AI in Marketing

AI enables businesses to scale without incurring high human costs, making it an invaluable asset in modern marketing strategies. The benefits of doing more with less are clear.

Greater Accuracy in Targeting Audiences

AI enhances audience targeting accuracy, allowing businesses to pinpoint their most promising potential customers with precision:

• Customer Data Analysis: AI sifts through customer data and behavior patterns to create detailed customer personas. This understanding enables businesses to cater more effectively to their audience’s needs and preferences.
• Multi-Channel Engagement Tracking: By monitoring customer interactions across various channels, AI helps marketers deliver highly relevant and personalized experiences.
• Predictive Analytics: AI predicts how users will interact with a brand, allowing marketers to tailor their messaging to individual preferences.
• Resource Optimization: By identifying potential customers and their behaviors, businesses can craft targeted marketing messages, saving time, money, and resources.

Improved Efficiency in Marketing Operations with AI + Marketers

Incorporating AI into marketing strategies significantly boosts the efficiency of marketing operations. By automating tasks such as data analysis and customer segmentation, AI frees marketers to focus on higher-level tasks requiring human ingenuity and creativity:

• Data Processing Speed and Accuracy: AI quickly and accurately processes vast amounts of data, enabling marketing teams to make informed decisions and develop effective campaigns.
• Automated Customer Interaction: AI-powered chatbots handle customer inquiries and complaints, reducing response times and enhancing the overall customer experience.

These improvements streamline marketing operations, allowing for more strategic and impactful campaigns.

Enhanced Customer Experience

AI plays a crucial role in enhancing the customer experience by increasing satisfaction and engagement:

• Customization: AI analyzes customer data to create unique experiences tailored to individual preferences and interests.
• Personalization: AI leverages data from past interactions to offer personalized solutions and support, making customers feel valued and understood.
• Faster Response Times: AI-powered chatbots and customer service agents provide quicker, more efficient support, leading to higher customer satisfaction. However, don’t let a chatbot replace people when a customer needs to talk with your team.
• Predictive Analytics: By anticipating customer needs, AI delivers relevant recommendations even before customers realize they need assistance.

AI fosters increased customer satisfaction and loyalty by providing personalized, efficient, and practical support.

Real-World Examples

Netflix’s AI Personalization Netflix’s ability to recommend shows and movies with uncanny accuracy is a testament to the power of AI in action. The platform analyzes viewing habits and preferences to suggest content that viewers are likely to enjoy, enhancing user experience and engagement.

Sephora’s AI Chatbot Technology Sephora, a beauty industry leader, has leveraged AI chatbot technology to transform the shopping experience. Recognizing that customers often feel overwhelmed by product choices, Sephora introduced an AI-driven interactive quiz. This digital beauty consultant provides personalized advice based on individual customer responses, making the shopping experience more manageable and enjoyable. The success of Sephora’s chatbot technology led to the launch of a chatbot-powered shopping service on Facebook Messenger, offering virtual color matches, booking sessions, and interactive beauty tips through KikBot, an autonomous, chatty makeup guru.

What does this mean for Channel Marketers?

AI is revolutionizing channel marketing strategies for IT vendors. By enhancing audience targeting accuracy, improving operational efficiency, and elevating customer experience, AI empowers businesses to create more effective and impactful marketing campaigns. However, the best results come from marketers who use AI to automate repetitive tasks and highlight data and trends, allowing them to craft excellent partner marketing campaigns. AI is a powerful tool that helps good marketers become great, making their work more efficient and effective without the need to hire additional staff.

Zift Solutions: Empowering Channel Marketers

Zift Solutions boots ROI. As the top Through-Channel Marketing Automation tool, ZiftONE streamlines marketing and communications.

With 20 years of experience, ZiftONE addresses channel challenges and eliminates data issues. Founded in 2006, Zift Solutions offers strategic guidance and seamless tool integration, enabling channel marketers to focus on strategy and creativity. Ready to add AI to your channel marketing toolkit? Contact us today.

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Welcome to the first part of our podcast series on Partner Onboarding Insights, brought to you by Zift Solutions. In this episode, Kylinn Kraemer and Ken Snyder delve deep into the strategies and methodologies behind effective partner onboarding, a crucial aspect for enhancing partner engagement in PRM and channel programs.

Meet the Speakers

• Kylinn, Business Intelligence Analyst at Zift Solutions, who has extensively researched and authored parts one and two (coming soon!) of our insightful ebook on partner onboarding.
• Ken Snyder, Senior Technical Account Manager at Zift Solutions, who brings his expertise in technical account management and a keen interest in optimizing partner experiences.

Episode Overview

Kylinn and Ken discuss the inspirations, challenges, and findings from Kylinn’s research on partner onboarding strategies. They explore various phases of partner onboarding—pre, during, and post—and their unique impacts on partner engagement. The discussion extends into tactical approaches such as segmentation, gamification, and the integration of dynamic content to maintain and heighten partner activity and involvement.

Key Topics Covered

1. Different Phases of Onboarding:
   • The conversation covers 3 distinct phases of onboarding: pre-, during, and post-. Each phase is characterized by different levels of partner user activity and engagement.
2. Engagement Insights:
   • Identification of engagement drop-off periods and strategic intervention points.
   • Use of gamification to enhance the onboarding experience and maintain high engagement levels.
   • Personalization of onboarding tasks based on the roles and needs of different partner users to ensure relevance and effectiveness.
3. Strategies for Reengagement:
   • Employing tactics similar to those used in digital marketing (e.g., notifications for incomplete tasks) to reengage dormant partners.
   • Continuous content renewal to keep the offerings relevant and engaging.
4. Future Directions:
   • A sneak peek into Part Two of the ebook, which will focus more on specific onboarding tasks, their effectiveness, and strategies to optimize completion rates.

Why Listen?

If you’re a channel professional who is actively involved in managing and optimizing partner relationships, this podcast is for you. Get practical insights, innovative strategies, and recommended tactics from research gleaned from our own active client base.

Whether you’re looking to refine your approach to partner engagement or seeking fresh insights into partner management, Kylinn and Ken offer valuable perspectives and data-driven strategies that can be adapted to a variety of scenarios in the partner relationship management space.

The post Channel Chats Podcast: Partner Onboarding Decoded appeared first on Zift Solutions.

New York, April 25, 2024 – Zift Solutions, a leader in Partner Relationship Management (PRM) and Through-Channel Marketing Automation (TCMA) software, proudly announces its continued leadership in G2’s Spring 2024 reports, securing top ranks in both the Through-Channel Marketing and Partner Management categories. This recognition underscores Zift’s pivotal role in shaping the future of channel partnerships with advanced security features and groundbreaking AI innovations.

Unwavering Commitment to Security and AI Innovation

“Zift Solutions has always been dedicated to providing the most secure platform available, ensuring that our clients operate within a protected environment while leveraging the latest technological advancements,” said Lionel Farr, founder and CTO of Zift Solutions. “With the introduction of the ZiftONE AI Assistant — the industry’s first generative AI tool tailored for channel management — we continue to uphold our long-standing commitment to security and AI innovation, setting new standards in the industry.”

Setting the Standard for Excellence in Partner Relationship Software (PRM)

With this latest report, Zift Solutions continues to maintain its position as an industry leader, setting benchmarks in both Through-Channel Marketing and Partner Management software. Recognized for its intuitive interface, scalability, and exceptional support, Zift stands out as the preferred choice for startups, hyper-growth companies, and industry giants alike. This recognition not only reaffirms Zift’s excellence but also emphasizes its pivotal role in driving customer success across various market segments.

Prioritizing Customer Success and Business Outcomes in Channel

“In addition to delivering the best technology, Zift Solutions prioritizes unparalleled customer success,” emphasized Cosmo Mariano, Chief Customer Officer at Zift Solutions. “We’re dedicated to providing personalized support and tailored guidance, empowering businesses to thrive in competitive markets. Zift Solutions distinguishes itself through its unwavering commitment to customer care, ensuring businesses have the resources necessary to excel.”

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Check our ZiftOne’s G2 product page to learn more about why our customers love Zift

Ready to learn more about how Zift Solutions can elevate your ecosystem management? Set up a call with a channel expert today! 

The post Zift Solutions Reinforces Its Leadership in G2’s Spring 2024 Rankings with Leading-Edge Security and AI Capabilities appeared first on Zift Solutions.

Unlike pre-recorded events, Channel Focus Virtual offers a dynamic experience with live sessions, Q&A sessions, and one-on-one interactions. Emulating the renowned workshop format, participants engage in real-time discussions, ensuring true interaction and value for attendees. While it can’t fully replace the in-person experience, the virtual event aims to deliver cutting-edge strategies interactively, ensuring attendees stay ahead of the curve in channel success.

10 Reasons to attend Channel Focus Virtual 2024:

1. World-Class Expertise: Access the latest channel insights and practical sessions from industry leaders, ensuring you leave with actionable strategies for channel success.
2. Cost-Effective Learning: Gain invaluable knowledge from others’ experiences, saving you time and money by avoiding common pitfalls and discovering what truly works.
3. Top-notch Speakers: Immerse yourself in sessions led by over 40 renowned channel figures, offering cutting-edge strategic thinking, best practices, and actionable programs.
4. Tailored Agenda: Customize your learning journey with keynotes, tracks, workshops, and sessions, ensuring a unique and relevant experience aligned with your goals.
5. Practical Solutions: Learn directly from real-world case studies and how-to presentations, equipping you with actionable insights to enhance channel revenue and profitability.
6. Interactive Workshops: Engage in small group discussions to address your specific questions and exchange practical ideas with peers, fostering invaluable networking opportunities.
7. Networking Galore: Connect with fellow attendees during breaks and virtual meetups, establishing meaningful relationships that extend beyond the conference.
8. Authentic Peer Sharing: Enjoy a closed forum environment with seasoned industry executives, facilitating honest and practical idea exchanges devoid of press presence.
9. Access to Leading Providers: Gain exclusive access to world-class channel solution providers, addressing your critical priorities and unlocking new partnership opportunities.
10. Content Excellence: Benefit from content curated by a senior advisory board of channel experts, ensuring relevance to current and future channel trends.

Don’t miss out on this unparalleled opportunity to elevate your channel strategy and drive business growth! Join us at Channel Focus Virtual 2024. Register now!

The post Zift Solutions at Channel Focus Virtual 2024 appeared first on Zift Solutions.

In today’s ever-evolving business landscape, establishing and nurturing strategic partnerships has become imperative for sustained growth and success. Partner Relationship Management (PRM) plays a pivotal role in this, with Partner Marketing emerging as a potent force driving revenue. In this comprehensive guide, we’ll explore the significance of Partner Marketing and how a well-crafted PRM strategy can propel your business to unprecedented heights.

The Power of Partnerships

Strategic partnerships offer a plethora of opportunities for businesses. Whether you’re a budding startup aiming to broaden your market reach or an established enterprise craving innovation, partnering with the right entities can provide a competitive edge. Partner Marketing harnesses the combined strengths of allied organizations to forge a collaborative approach to acquiring customers and generating revenue.

5 Key Benefits of Partner Marketing:

1. Extended Reach and Audience Expansion:

Teaming up with other businesses allows you to tap into their existing customer base, significantly expanding your reach without hefty additional marketing investments. This amplified brand presence not only boosts brand awareness but also translates into higher revenue streams.

2. Shared Resources and Expertise:

Collaboration brings together diverse skill sets and resources, fostering innovation and efficiency. Through Partner Marketing, companies can leverage each other’s expertise, technologies, and marketing resources to craft impactful campaigns and deliver greater value to shared audiences.

3. Cost Efficiency

By pooling marketing efforts and costs with partners, businesses can optimize their marketing budgets. This collaborative approach ensures efficient resource utilization, freeing up funds for substantial investments in crucial areas of business development.

4. Enhanced Credibility and Trust

Partnering with reputable organizations enhances your business’s credibility, instilling trust in potential customers. Consumers are more inclined to trust a brand recommended by a company they already trust. This mutual endorsement significantly influences customer perceptions and purchase decisions, ultimately boosting revenue.

5. Faster Time to Market

Partnering accelerates the time it takes to bring products or services to market. By joining forces, businesses can streamline processes, access shared networks, and surmount obstacles swiftly, gaining a competitive advantage in the market.

Implementing Effective Partner Relationship Management (PRM):

To unleash the full potential of Partner Marketing, a robust PRM strategy is indispensable. Here are key elements to consider:

Clear Communication:

Establishing open lines of communication with partners is crucial. Regularly sharing insights, updates, and feedback ensures alignment towards shared goals and enhances collaboration effectiveness.

Mutually Beneficial Agreements:

Crafting fair and mutually beneficial partnership agreements is vital. Clearly defining roles, responsibilities, and expectations fosters trust and ensures a harmonious journey towards shared success.

Technology Integration:

Leveraging PRM tools and technologies streamlines collaboration processes. Implementing a PRM platform facilitates efficient communication, resource sharing, and performance tracking, optimizing the overall partnership experience.

Performance Metrics and Analytics:

Establishing key performance indicators (KPIs) is essential to gauge the success of Partner Marketing efforts. Regularly analyzing data within your PRM enables identification of improvement areas, facilitating strategy refinement for optimal results.

In Summary:

Partner Marketing, coupled with effective Partner Relationship Management, serves as a catalyst for revenue growth in today’s dynamic business landscape. By strategically aligning with the right partners and nurturing those relationships, businesses can unlock new avenues of opportunity, amplify market presence, and ultimately drive sustainable revenue growth.

The post 5 Ways to Boost Revenue through Strategic Partner Marketing appeared first on Zift Solutions.

Partner Onboarding: Lifecycle Engagement Strategies

In the dynamic world of channel partnerships, the success of partner programs is tied to a comprehensive understanding of partner engagement. At Zift, we’ve been on a quest to decode the mysteries of partner engagement, and guess what?  We have undertaken an in-depth exploration to unveil some actionable insights into partner user onboarding. We look at partner login frequencies and engagement patterns at various stages of the onboarding process with the aim of providing actionable insights and strategic recommendations for elevating partner engagement. 

Decoding Large-Scale Clients

Let’s begin with our large-scale clients. Their partner users embark on their journey with an average login frequency of 3 times per month in the pre-onboarding phase. This phase is pivotal for laying the groundwork. Users begin acquainting themselves with the platform and setting engagement baselines. As they progress through the onboarding process, the average login frequency surges to an impressive average of 6.69 times per month. This escalation can be attributed to interactive onboarding tasks and personalized tutorials, creating a robust foundation for engagement.

Post-onboarding, the momentum doesn’t slow down. The login frequency experiences another surge, averaging 9.3 times per month. This uptick signifies a successful transition from being passive observers to active participants in the partner program. However, it’s worth noting that unboarded users exhibit lower engagement levels overall, underscoring the importance of implementing targeted and enticing pre-onboarding engagement strategies.

👉 Strategic Recommendations for Large-Scale Clients

Curious about how to take your engagement strategies to the next level? Look no further – here are our recommendations:

1. Immersive Onboarding Experiences

• Craft intricate onboarding experiences incorporating personalized tutorials and interactive elements.
• Utilize gamification elements to make the onboarding process dynamic and rewarding.

2. Ongoing Engagement Initiatives

• Showcase new partner program content regularly.
• Implement proactive re-engagement campaigns to boost active platform use.

3. Personalized Communication and Support

• Schedule personalized check-ins to offer tailored advice.
• Provide continuous training to maintain high engagement levels post-onboarding.

Navigating Small-Scale Clients

Aligning with their larger counterparts, our small-scale client’s partner users have an average login frequency of 3.19 times per month. Then, during the onboarding phase, login frequency experiences a moderate increase to an monthly average of 4.37. However, post-onboarding, there’s only a very gentle increase to 4.79 times per month. This can raise some red flags. There needs to be an enhancement in onboarding content and/or follow-up strategies. Unboarded users demonstrate consistent yet suboptimal engagement, again, underscoring the importance of pre-onboarding engagement. 

Deploying early engagement tools, offering tailored onboarding paths, and implementing continuous learning content become key components in bridging the gap between initiation and full participation for small-scale client’s partner users.

Pre-Onboarding Engagement

Aligning with their larger counterparts, our small-scale clients’ partner users log in an average of 3.19 times per month. During onboarding, login frequency experiences a moderate increase to 4.37 times per month. However, post-onboarding, there’s only a slight increase to 4.79 times per month, indicating a need for improvement in onboarding content or follow-up strategies.

👉 Strategic Recommendations for Small-Scale Clients

1. Early Engagement Tools

• Deploy interactive tools like quizzes and guided tours to captivate users early in the onboarding process.
• Infuse gamified elements to make the onboarding experience dynamic and rewarding.

2. Tailored Onboarding Paths

• Offer multiple onboarding pathways targeted to different partner roles and needs.
• Implement continuous learning content to provide ongoing training sessions.

3. Continuous Monitoring and Feedback

• Implement a system to monitor engagement levels during onboarding and post-onboarding.
• Gather insights and suggestions, actively incorporating user feedback to refine the onboarding process.

Let’s Wrap it up!

Partner onboarding isn’t a one-size-fits-all endeavor, and our recommendations, backed by data analysis and proprietary Zift data, reflect this understanding. 

We observed that our large-scale clients, handling extensive partner networks, tend to maintain consistent engagement levels. They can focus on sustaining ongoing involvement. On the other hand, small-scale clients often encounter challenges in initiating greater engagement. As a result, their emphasis is on targeted pre-onboarding efforts and active communication to increase user engagement throughout the onboarding process and beyond.

Hungry for more data and recommendations? Get the full report in our latest ebook: Onboarding Partner Strategies Part 1. (Part 2 will be coming out shortly, stay tuned!)

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FAQ (Frequently Asked Questions)

Q: How can I improve engagement during partner onboarding?

A: Focus on creating immersive onboarding experiences, implementing ongoing engagement initiatives, and providing personalized communication and support.

Q: What are some strategies for small-scale clients to enhance partner engagement?

A: Deploy early engagement tools, offer tailored onboarding paths, and continuously monitor and gather feedback to refine strategies.

Q: How can I sustain partner engagement post-onboarding?

A: Regularly showcase new content, implement proactive re-engagement campaigns, and provide continuous training and support to maintain high engagement levels.

Q: How do I address lower engagement levels among unboarded users?

A: Implement targeted pre-onboarding engagement strategies, such as personalized communication and immersive onboarding experiences, to increase user interaction before formal onboarding begins.

Q: Where can I find more information on partner engagement strategies?

A: Check out our latest ebook: Onboarding Partner Strategies Part 1!

The post Unlocking Partner Engagement: Strategies for Successful Onboarding and Lifecycle Engagement appeared first on Zift Solutions.

Recognizing Exceptional Leadership in the Tech Sector

Zift Solutions is thrilled to announce that Alexander Connell, Vice President of Professional Services, has been honored with the prestigious Internet 2.0 Conference Outstanding Leadership Award. With over 26 years of experience in the IT industry, Alex brings unparalleled expertise to his role at Zift Solutions. His comprehensive knowledge spans company management, project delivery, team leadership, and technical implementation, making him a driving force behind our success.

As Vice President of Professional Services, Alex oversees our service delivery teams and training initiatives. His leadership extends globally, with extensive experience in Europe, the Middle East, and Asia. This diverse perspective enriches our approach, ensuring that Zift Solutions meets the unique needs of clients worldwide.

Alex’s dedication to excellence is evident in everything he does. He is committed to driving business success and exceeding customer expectations, making him a true asset to Zift Solutions. His passion for innovation and continuous improvement has propelled our Professional Services department to new heights.

“I am truly honored to receive this prestigious award,” Alex said. “It is a testament to the hard work and dedication of our team at Zift Solutions. I am privileged to be part of an organization that values innovation and embraces positive change.”

Zift Solutions: Empowering Channel Success

Zift Solutions, founded in 2006, is a global leader in channel success. Our comprehensive cloud-based solutions for channel marketing, sales, and operations empower thousands of leading companies worldwide. Beyond software, we provide strategic guidance, seamless integration, and flexible service options to support partners across the globe.

Congratulations, Alex!

The post Celebrating Excellence: Alex Connell Wins Internet 2.0 Conference Outstanding Leadership Award appeared first on Zift Solutions.

To answer this question, we spoke with six industry experts. Our panelists include:

• Greg Plum, Director/Principal – North America for fractional partner leadership company PartnerReady
• Theresa Caragol, Founder and CEO for channel consultancy AchieveUnite
• Heather K. Margolis, Senior Vice President of Marketing for partner engagement and business optimization company 360insights
• Melissa Van Dover, Senior Director of Partner Marketing for remote management and business communication software provider GoTo
• Staci Corbett, Senior Manager of Channel Marketing for global managed communication and Microsoft Cloud solution service provider Fusion Connect
• Nicole Steele, Global Director of Channel Marketing and Enablement for cloud-first WAN and security company Aryaka Networks

Want to skip ahead? Check out six tips for MDF and partner investment in 2023:

1. Prioritize Investment in MDF Over SPIFFs
2. Demonstrating ROI From MDF Is Challenging, But Doable With the Right Tools 
3. Tailor MDF Activities to Partner Type & Maturity Through Segmentation 
4. Remember MDF Is a Long-Term Investment 
5. MDF Programs Are No Longer Optional for Partner Programs
6. Invest in Partner Success Beyond MDF 

What Are Market Development Funds (MDF)?

Market development funds are resources that vendors provide to channel ecosystem partners to create or improve sales and marketing initiatives. Historically, MDF has been doled out as monetary reimbursement of pre-approved marketing activities like customized collateral, email campaigns, or tradeshow attendance. Lately, more creative vendors and suppliers are using those funds to cover the cost of training or services for their partners in the form of workshops or digital marketing services provided by a consultant or agency.

MDF is typically a component of a channel partner marketing program and part of channel marketing budgets. MDF requests and allocations are reviewed and approved by channel marketing departments but may also require approval from financial or executive decision-makers in vendor organizations. Typically, MDF transactions between a vendor and a partner are communicated through a channel account manager (CAM). All of these touchpoints can lead to poor communication, unclear requirements and delays in reimbursement, making it a frustrating process for both suppliers and their partners.

MDF is often an earned benefit for partners that have met established qualifications. For example, a partner program with metal levels (bronze, silver, gold, platinum, etc.) may offer MDF only to partners that have achieved the gold level or higher. Qualifications will vary by vendor but typically include some combination of sales or revenue attainment and technical, marketing or sales certifications by the partner’s staff.

Partners can use MDF for a variety of vendor-approved activities, including, but not limited to:

• Webinars
• Vertical or industry-related marketing and sales campaigns
• Booth space at tradeshows
• End customer events such as lunch-and-learns or in-person training
• Sales lead list rentals
• Telemarketing campaigns
• Marketing or sales-oriented vendors, consultants and agencies

MDF is more readily available from partner programs that are more mature or operated by enterprise or mid-market firms because MDF requires financial outlay with no guaranteed return. Newer or smaller programs may be unable to offer MDF as a partner benefit until the channel generates enough cash flow to justify it.

6 Tips for Channel Partner Program MDF & Partner Investment

How should your partner program invest in its partners to drive marketing and sales? Here are six best practices for MDF and partner investment that you should keep in mind.

1. Prioritize Investment in MDF Over SPIFFs

A common short-term sales incentive for partners is a sales performance incentive fund (SPIFF), which awards a monetary bonus upfront at the point of a deal close. A SPIFF is typically a monthly multiple of the deal value in the tech channel. For example, a “6X” SPIFF pays out six months’ worth of the monthly recurring revenue (MRR) to the sales partner at one time once the contract is signed.

When faced with a limited budget for incentivizing partners, you should prioritize MDF over SPIFFs. “Having run channel programs for several SaaS providers over the years, I have, invariably, been faced with the decisions: MDF or no MDF, SPIFF or no SPIFF,” says PartnerReady’s Plum. “The second one is easy for me. No SPIFF.”

There are implicit dangers of relying too heavily on incentives like SPIFFs because it can be difficult to tie them to demonstrable activity in a partner’s pipeline. “The solution that a partner offers his [or] her client should be dictated by best possible fit, and not a ‘kicker’ for the recommendation,” says Plum. “Partner experience (PX) is driven more by the support they receive than the bonus they are promised.”

Support comes from all aspects of a partner program, such as high-touch account management, adequate marketing and sales enablement materials, sufficient training and certifications, and, of course, MDF.

2. Demonstrating ROI From MDF Is Challenging, But Doable With the Right Tools

A common challenge that programs encounter is the direct attribution of MDF to sales activity. “Once you’ve given MDF to a partner, then what?” asks Steele. “How do you qualify that it was a good investment? Do you have a PRM, so the partner can enter leads from the MDF activity so that they can track it?”

Measuring ROI remains one of the biggest challenges for MDF programs because many existing processes and systems still fail to track and report attribution data. Vendors, however, must rise to the occasion and figure out how to tie MDF disbursement to quantifiable metrics that show finance teams why it’s worth making the investment.

“When a partner program is unable to demonstrate results and ROI from MDF activities,” says GoTo’s Van Dover, “it can often lead to decreased funding.”

Partners are busy, and MDF programs can often be time-consuming to navigate. Vendors also have to remember that, in most cases, partners aren’t just selling their solutions. A vendor is just one part of an overall stack the partner is weaving together to create a solution for their clients. Because of this, says Steele, it can be hard for partners to align specific leads back to specific marketing activities. If you’re lucky enough to have enough channel staff to take a high-touch approach with partners, that risk is mitigated somewhat through continuous conversation. But vendors that struggle with adequate account manager or sales rep coverage rely on partners to provide that deal information, which leads to a lack of attribution and onerous proof of performance (PoP) processes.

It’s even more difficult to track ROI when you’re relying on manual data entry instead of automated systems. Tools like partner relationship management (PRM) solutions can help streamline tracking information for channel account managers (CAMs) and help build the case to secure more funding for worthwhile market development efforts. For example, PRMs streamline deal registration by moving it from spreadsheets to an online portal so CAMs and partners can easily log new deals and deal sources. In turn, this enables your channel leaders to run reports based on attribution, offering total visibility into how MDF activities are performing.

When it comes to tracking ROI from MDF activities, our panel offers a few tips:

• ·Have a clear understanding of the results you want to see from your MDF investments beyond just “increasing pipeline.” New leads? Nurturing existing leads through the sales process? Expansion into new verticals or geographies? You can’t measure ROI until you know what you’re hoping to gain on a granular level.
• Once you’ve set those expectations, make sure they’re communicated effectively. One of the biggest complaints partners have about vendor MDF programs is that it’s often unclear what activities qualify for MDF and which don’t. On top of that, the process of getting reimbursed from providers for those activities can be muddy and take too long to complete. If partners don’t understand your program, they won’t take advantage of it.
• Carefully monitor the long-term results of your investment. MDF activities aren’t a “one and done” strategy but typically play out over time. If the goal of an MDF activity is, say, new leads, that’s all well and good – but are those leads actually turning into revenue? Where is the partner losing traction? Does the MDF activity need to be tweaked to get the results you’re looking for over the long haul?
• Report on and discuss results in periodic business reviews with your partners. As stated, communication is critical when doling out marketing development funds. It’s unfair to partners when long periods go by without talking about MDF results, and then seemingly out of nowhere, they’re denied reimbursement because of a lack of ROI. In a channel relationship, nothing should be a surprise to your partner.

3. Tailor MDF Activities to Partner Type & Maturity Through Segmentation

As with most issues facing partner programs, MDF isn’t a one-size-fits-all approach. Effective MDF programs create guardrails for the types of activities that are MDF-eligible. AchieveUnite’s Caragol explains: “Providing partners with guidance [and] restrictions on which activities will be most effective for them maximizes the ROI for the vendor and the partner. Activities should be based on the partner’s relationship maturity and business model.”

Caragol advocates that vendors should start allocating MDF activities based on partner readiness or how well-prepared a partner is to sell, promote, deploy or evangelize a supplier’s solutions depending on their partner type. “Partners new to a relationship with a vendor should allocate the majority of funds to partner readiness, while more mature partners should focus on demand generation,” says Caragol. “Tactical partners should also focus on demand, while strategic partners should utilize funding for executive collaboration, solution development and market penetration.”

But how do you determine partner readiness? Partner programs can require partners to take a partner readiness assessment to identify gaps in their current capabilities. With this data in hand, you can recommend next steps, such as training or co-selling, to get partners ready to go to market with their solutions. A readiness assessment must be customized to your solution stack and what each partner type requires to sell or support your solutions.

Creating an effective MDF program for your sales partners means expanding MDF-eligible activities beyond just initial pipeline creation, an emerging trend. “Historically, MDF has been focused on activities that fill the funnel,” says 360insight’s Margolis. “A true, end-to-end program will enable partners to fill the funnel, nurture the funnel, close deals, and nurture existing customer upsell and cross-sell.”

Margolis also advises channel leaders to consider abandoning tier-based programs around revenue since partners may achieve those revenue thresholds simply by being a part of the program long enough. “I see more MDF going to great proposals as opposed to certain tiers around revenue,” says Margolis. “I always suggest giving money to partners and programs that are going to do the work as opposed to accrual-based programs.”

4. Remember MDF Is a Long-Term Investment

ROI on vendor MDF programs may not fit neatly into quarterly or annual budgeting cycles depending on the type of services a supplier offers. Remember that MDF investment is a long-term play and may not materialize results in desired timeframes.

“MDF is a long-term investment that may not show short-term gains,” says Fusion Connect’s Corbett. “This causes internal pushback on both the partner and supplier sides and negatively impacts buy-in.”

Getting buy-in is easiest when you can show how MDF programs have performed in the past. If your program is new or doesn’t have historical metrics, a conservative estimate based on projected industry-standard campaign performance metrics is a safe route to go. As with any new business initiative, it’s a good bet to under-promise and over-deliver.

The long-term view is necessary for MDF activities not focused on direct sales and marketing campaigns. “Investments in partner success (i.e., competency and solution development) provides long-term results that may not be recognized for six to nine months,” says AchieveUnite’s Caragol. “These also may not result in a short-term 20X return, but they will provide exponential returns for years.”

5. MDF Programs Are No Longer Optional for Partner Programs

MDF is now practically a requirement for most partner programs and has become an expectation from partners looking for their next provider.

 “MDF has gone from being a ‘nice to have’ to being a ‘need to have’ when it comes to partner programs,” says Margolis. “Because automation of the MDF program and resources available through platforms are so prevalent, MDF is now table stakes.”

AchieveUnite’s Caragol adds that these tangible investments are part of competing for partner engagement. “Partners are focusing on vendors that invest in them,” says Caragol. “Meaningful MDF programs increase partner mindshare.”

Further, partners have to come to view MDF as a cue that you’re willing to put skin in the game and not just wait for sales to come in. “If you’re a new vendor, MDF will help you to get partners to kick the tires,” says Aryaka’s Steele. “If you don’t offer incentives and wait for them to come to you, it won’t happen. Partners are working with so many vendors and are not going to work with vendors that only take. They want a symbiotic relationship.”

6. Partner Programs Should Invest in Partner Success Beyond MDF

MDF is a proven strategy, but it’s not the only way programs should invest in their partners. As we noted, the proof of value for MDF investments may take months, if not longer, so you should simultaneously explore non-monetary forms of partner investment, such as joint business planning and joint account mapping.

The status quo has changed, and programs must continue to invest more than their competitors to stay ahead. “Gone are the days when you can take partners out to dinner and expect them to send you deals,” says Aryaka’s Steele. “You need to actively invest in their businesses.”

Fusion Connect’s Corbett adds that vendors should combine MDF with SPIFFs, partner training and systemic deal registration, among other incentives. “This helps to ensure a well-rounded strategy for success for both the partner and the supplier,” says Corbett.

GoTo’s Van Dover lists how vendor programs can invest in partners beyond MDF, including:

• Executive sponsors
• Access to demo licensing
• BDR call list program
• Self-service quoting
• Pre-sales partner solution consultant support
• Training and enablement options to fit a partner’s preferences
• Dedicated partner advocate
• Partner Success Team support
• Advisory board membership
• Custom incentives
• Dedicated marketing resources

Partner programs and ecosystems should consider adopting these strategies to get the most from their channel investments.

The post Investment with Market Development Funds (MDF) and Beyond for Partners appeared first on Zift Solutions.

In the dynamic landscape of channel marketing, partner engagement remains a pivotal challenge for suppliers of all shapes and sizes. As a Customer Success leader in this space, my interactions with suppliers with varying channel structure consistently underscore the importance of establishing and maintaining robust partner relationships.

Today, more suppliers rely on partners for expanding their customer reach. Consequently, a well-defined partner communication and engagement strategy is imperative for the success of all parties involved. In an environment where partners collaborate with multiple suppliers, it becomes crucial for suppliers to stand out and implement effective engagement plans to foster partner loyalty.

5 Key Tips for Creating and Executing a Successful Partner Engagement Plan in 2024:

☑️ Tip 1: Adapt to Evolving Relationships

Building solid relationships remains paramount. However, in 2024, the emphasis is on dynamic, reciprocal relationships. Suppliers must treat channel partners as strategic collaborators, not just as tasks on a to-do list. This approach strengthens the relationship, fostering mutual satisfaction, driving partner loyalty, and creating value.

☑️ Tip 2: Provide Responsive Programs and Content

Tailoring marketing materials to partner needs and types ensures that partners are motivated to sell products and services, maintaining a competitive edge in the market. If channel partners are not receiving relevant marketing or sales enablement materials from a supplier, focus will shift to a different supplier that is taking their needs into account.

☑️ Tip 3: Prioritize Real-Time Communication

Consistent communication is still key but with an emphasis on real-time updates. Monthly outreach may not be sufficient. Instead, leveraging technology for regular updates on product releases, changes, or announcements ensures partners are well-informed. Encouraging partners to stay abreast of industry trends and adopt new technologies is vital for sustained collaboration.

☑️ Tip 4: Earn Partner Buy-In

Demonstrating genuine care and responsiveness to partners’ needs is more critical than ever. Suppliers must show a commitment to understanding and addressing partner challenges. Partners are looking for a personalized experience in which the content and materials made available to them are targeted to their needs.  Partners are busy and suppliers do not have unlimited opportunities to win their trust.

☑️ Tip 5: Engage Channel Managers

Channel managers play a pivotal role in supporting partners. In 2024, the focus is on demonstrating the value of programs to channel managers. Providing them with resources and tools that facilitate effective communication with partners ensures widespread adoption. The goal is to create a network of program advocates, leading to increased leads, higher sales, and improved overall return on investment (ROI).

Conclusion

Partner engagement remains the linchpin for creating and sustaining partner loyalty in 2024. Empowering channel partners to become experts in suppliers’ products and solutions enables them to confidently navigate the market, build robust sales funnels, increase revenue streams, and achieve an enhanced ROI.

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👉 More Resources:

Industry leaders shared their predications for 2024 in a recent blog: Read More

Take a deep dive into partner onboarding with channel influencer Kris Blackmon: Read More

Want to talk to a channel expert about how ZiftONE can help your channel program? Schedule a demo here.

The post Navigating Partner Engagement in 2024: Strategies for Success appeared first on Zift Solutions.

For over 25 years, the Channel Partners Conference and Expo has been the go-to event for channel professionals, uniting industry leaders, technology advisors, MSPs, and cloud providers to collaborate, innovate, and elevate the channel to new heights. Zift Solutions is thrilled to be a sponsor, and we’ll be sending a delegation of our top channel experts. If you’re still undecided about attending this year, here are some compelling reasons to consider:

• Unparalleled learning opportunities: 150+ keynotes and conference sessions led by visionaries and experts in the channel, providing insights that can transform your business.
• Expo Hall: A 3-day expo hall featuring a record-breaking number of players in the ICT space, showcasing top solutions and the latest trends.
• MSP Summit: Two days of content focused entirely on managed services, offering valuable perspectives on scaling and growing your business.
• Networking extravaganza: Connect with industry leaders at events like The Channel United Party @ Brooklyn Bowl, Expo Hall Opening Reception, Expo Hall Pub Crawl, ACWConnect Live!, and more.

As proud sponsors of The Channel United Party on March 11th at the Brooklyn Bowl, we’d like to extent a warm invitation for you to join us for an unforgettable evening of networking, collaboration, and celebration!

How to Connect with Us at the Event:

To make the most of your #CPExpo experience, schedule a meeting with a member of the Zift delegation: Click here to schedule time with the Zift delegation at CPEXPO.

We can’t wait to network with you in Las Vegas in just a few short weeks!

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Helpful Links:

Learn about how Zift Solutions is making strides in incorporating generative AI into PRM by checking out our latest feature release.

Want to talk to a channel expert about how ZiftONE can help your channel program? Schedule a demo here.

The post Zift Solutions at Channel Partners Conference & Expo 2024 appeared first on Zift Solutions.

CARY, N.C. – February 6, 2024 – Zift Solutions, the leading Partner Relationship Management (PRM) and Through-Channel Marketing Automation (TCMA) platform, today announced ZiftONE AI Assistant, the industry’s first generative AI solution designed to assist partners with content discovery and guidance for an enhanced partner portal experience that boosts productivity, giving suppliers a competitive edge.

Effective channel management is time and labor-intensive as manufacturers and solution providers often support hundreds or thousands of partners with marketing, onboarding, training, lead generation, and deal-closing support. Many organizations manage their partner programs with inadequate, homegrown, or highly manual, resource-intensive processes, including spreadsheets, emails, and offline engagements, making it difficult for organizations to grow and scale their indirect channels.

The ZiftONE AI Assistant is the first solution to address the industry-wide struggle of resource constraints. By leveraging AI to create a virtual channel account manager, it assists partners in discovering the right content for their needs and guides them on the next best action for any task they are undertaking. This innovation will enhance overall productivity, enabling our customers to accomplish more with fewer resources and better serve their partner programs.

“Our customers want to maximize their indirect sales opportunities and do so with limited resources,” said Lionel Farr, founder/CTO of Zift Solutions. “Our investment in leveraging AI technology to cost-effectively support all partners, whether new or existing, underperforming or over-performing, through intelligent task automation, constructive conversation, and content automation, will better serve their overall partner ecosystem and help them grow faster and increase margins.”

ZiftONE AI Assistant will become available in March as a new feature on the ZiftONE platform, the all-in-one channel management solution for managing partner marketing activities, onboarding, training, and performance tracking all in one place.

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Looking for more information on ZiftONE AI? Click here!

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Cybersecurity: The Resilient Guardian

“Cybersecurity… struggled a bit this year, but by the 4th quarter, it’s picking up again, and the outlook for 2024 looks really promising,” observed Janet Schijns. This resilience in cybersecurity reflects a broader trend in the IT industry: the ability to adapt and rebound. While Fernandez expected a sharper rise, he noted, “It grew, but not as steeply as I thought. It plateaued, but it’s starting to climb again now.” While hot new technologies like AI exploded and took over the technology scene in 2023, overshadowing cybersecurity to a certain degree, the panel was unanimous that next year will be a big one for the security space.

AI: The Game Changer

Brandon Knight captured the essence of AI’s sudden prominence: “It was like the most interesting person at a party – suddenly, AI was everywhere.” AI’s meteoric rise in the IT channel signifies a paradigm shift. It’s not just a technological advancement; it’s a new way of thinking and operating. AI’s integration into various facets of the IT channel, from customer service to data analysis, signifies a move towards more intelligent, efficient, and personalized solutions. As AI continues to evolve, it will undoubtedly shape the future of the IT channel, challenging traditional models and opening new avenues for innovation.

The Evolution of Distribution Models

Speaking on the changing distribution models, Janet Schijns emphasized the need for a data-driven approach: “The distributors that can leverage data effectively will stand out.” This shift toward data-centric strategies in distribution underscores a larger trend in the IT channel: the move from intuition-based to insight-driven decision-making. Distributors who can harness the power of data to understand market trends, customer needs, and effective sales strategies will have a significant edge. As the IT channel becomes more complex, the role of distributors as strategic advisors and data experts will become increasingly important.

Education: The Bedrock of Progress

Juan Fernandez highlighted the importance of education in the IT channel: “We ended up playing dual roles [in 2023] – both as educators and learners.” The IT channel is in a constant state of flux, with new technologies and challenges emerging regularly. This dynamic environment necessitates a commitment to continuous learning and skill development. For MSPs and consumers alike, staying informed and educated is not just beneficial; it’s essential for survival and growth. As we move into 2024, the focus on education will likely intensify, with a greater emphasis on upskilling, reskilling, and knowledge sharing.

Looking Ahead: Embracing Change in 2024

As we look towards 2024, the IT channel stands at the threshold of a transformative era. As Janet Schijns said, “The channel is the lifeblood of the tech industry and it’s not going anywhere.” This statement resonates with a sense of resilience and permanence, emphasizing the channel’s critical role in the technology sector. However, Schijns also cautions that the coming year will be “rocky,” citing factors like elections, wars, inflation, and interest rates. These external influences will undoubtedly shape the IT channel, creating a landscape where agility and adaptability are paramount.

Brandon Knight’s perspective offers a complementary viewpoint, focusing on the theme of evolution and maturity. He predicts that 2024 will be about “finding where things level off,” suggesting a period of stabilization following the rapid changes and disruptions of previous years. Knight’s mention of “a little pain in growing” acknowledges the challenges inherent in this process of maturation. This perspective is crucial for all stakeholders in the IT channel, emphasizing the need for strategic thinking, efficiency, and smarter operations. The ability to adapt to these evolving circumstances will likely distinguish the successful players in the IT channel.

Juan Fernandez provides a forward-looking prediction focusing on the significance of data and its utilization. He anticipates “a big shift in how partners and vendors view each other,” implying a more collaborative and data-driven relationship. This shift could redefine traditional business models, with Fernandez highlighting “business operations as a service” as a potential trendsetter. The emphasis on education also remains a key theme, with Fernandez noting that “AI, cybersecurity, everything’s changing fast.” This rapid pace of change underscores the need for continuous learning and adaptation among partners, consumers, and vendors alike.

The Bottom Line

The insights from this panel discussion paint a picture of an IT channel at the cusp of significant transformation. The themes of cybersecurity, AI, evolving distribution models, and the importance of education emerge as key focal points. As we step into 2024, embracing these changes and preparing for the challenges and opportunities they bring will be crucial for all players in the IT channel.

For a deeper understanding of these themes and more, the full panel discussion replay offers a comprehensive exploration of these experts’ insights and predictions.

The post Looking Forward to 2024: Predictions for the IT Channel from the Industry Experts appeared first on Zift Solutions.

1. Enhancing Your Skills: Reskilling and Upskilling

With all the new tech advancements out there, including artificial intelligence, the need for continuous learning is more important than ever. 1.4 million workers might need to brush up on their skills by 2026. Why? Because about 70% of today’s jobs could be on the way out. This is a wake-up call for professionals to stay ahead of the game. In fact, more than half of all employees are going to need some serious skill updates. Within this bunch, around 35% might need up to six months of extra training, 9% could be looking at a six to 12-month learning stretch, and 10% might even need to invest over a year to get up to speed with new skills.

This really highlights how crucial it is to be proactive about boosting your skills. The first step is figuring out what skills are hot in your industry. Take a look at industry trends, job descriptions, and professional forums to get the lowdown. Once you’ve got a handle on what’s needed, there’s a ton of resources out there to help you level up. Online courses, specialized workshops, and industry conferences are great places to start. These aren’t just about learning; they’re also fantastic for networking and can play a big part in your professional journey. In today’s job market, constantly updating your skills isn’t just a good idea; it’s pretty much essential if you want to keep up and succeed in the long run.

2. Prioritizing Networking: The Power of Relationships

Networking, particularly in the channel, is critical when it comes to professional success. In fact, people with strong networks often end up with higher salaries and more promotions. Why? Because when you’re well-connected, you’re more visible and if your achievements are visible to people up the ladder, you’re more likely to get tapped for that next big role. And don’t forget about connections outside your company – they can be key in getting your resume in front of the right hiring manager.

But effective networking isn’t just about showing up or collecting LinkedIn connections.  Whether you’re networking in person or online, you need a game plan. Ask yourself: What do I want to learn? Who do I want to meet? And remember, it’s not just about connecting with influencers and leaders. Building relationships at all levels is important. If you position yourself as a go-to person on a hot topic, you’ll bring value to your network, gaining respect and recognition along the way.

3. Goal Setting: Aligning the Personal and Professional 

Understanding the art of goal setting is crucial, as it acts like a compass that aligns your personal and professional aspirations, guiding your career journey. When you set goals that are specific, clear, and achievable, it’s like having a roadmap. This roadmap not only provides you with direction and focus but also helps you identify what’s truly important for achieving your desired outcomes, steering you away from unnecessary distractions. In today’s world, where potential sidetracks are everywhere, having such clarity is invaluable.

In a hyper-connected world, it is unlikely that you will be able to completely separate your personal life from your professional one. That is why it’s important to set both personal and professional goals.  A highly effective approach to goal setting is the SMART method. This technique ensures that your goals are Specific, Measurable, Achievable, Relevant, and Time-Bound. Setting goals within these parameters transforms them from mere dreams into achievable targets with realistic timelines.

In terms of professional growth, understanding your market value plays a key role in setting your goals. This is where resources like the Channel Marketing Association (CMA) salary survey become invaluable. Participating in such surveys, especially at the beginning of the year, gives you a clear insight into the compensation trends in your industry. Armed with this information, you can set well-informed career goals, whether you’re aiming for a salary bump, a promotion, or even a career change.

For teams and partners, employing the SMART framework to set collective goals creates a unified sense of purpose and direction. This alignment ensures that everyone’s individual efforts contribute effectively to the group’s larger objectives. Well-defined goals are more than just targets; they are steps towards realizing your professional potential and achieving true career satisfaction.

4. Improving Time Management

In the relentless pace of today’s world, mastering time management is not just a skill but a necessity to maintain productivity without burnout. The key to effective time management begins when you wake up, setting the tone for your entire day. 

There are a variety of time management techniques that many people use to manage their time:

Pomodoro Technique

This method involves breaking your workday into 25-minute chunks of focused work (called “Pomodoros”), followed by a 5-minute break. After four Pomodoros, take a longer break of 15-30 minutes. This technique can enhance focus and reduce burnout.

Eisenhower Box (Urgent-Important Matrix)

This tool helps prioritize tasks based on their urgency and importance. Tasks are divided into four categories: Urgent and Important, Important but Not Urgent, Urgent but Not Important, and Neither Urgent nor Important. This helps in focusing on what truly matters.

Time Blocking

Allocate specific blocks of time for different tasks or activities throughout your day. This includes work tasks, meetings, and even breaks. Time blocking helps to ensure that you dedicate sufficient time to each task without overbooking yourself.

Getting Things Done (GTD)

Developed by David Allen, this method involves five steps: capture, clarify, organize, reflect, and engage. It emphasizes the need to get tasks out of your mind and into a system you trust, helping you focus on the task at hand without worrying about forgetting other tasks.

The 2-Minute Rule

If a task takes less than two minutes to complete, do it immediately. This rule, part of the GTD method, helps in reducing the tasks that can accumulate and become overwhelming.

ABC Method

This involves categorizing tasks into three categories: A (tasks that are urgent and important), B (tasks that are important but not urgent), and C (tasks that are neither urgent nor important). Focus on completing ‘A’ tasks before moving to ‘B’ and ‘C’.

Don’t forget to leverage AI tools and automation for routine and manual tasks. These technologies can significantly reduce the time spent on repetitive activities, allowing you to focus on more strategic and creative aspects of your work. Time-management apps and online scheduling tools are also invaluable resources. They help you visualize your day, week, or even months ahead, enabling you to plan and adjust your schedule proactively rather than reacting to it as it unfolds. By incorporating these strategies and tools into your daily routine, you can take control of your time, leading to a more productive, balanced, and fulfilling professional life.

5. Improve Communication Skills

It is not just what we say but how we say it. In a recent study, 96% of employees say they’d like a more empathetic approach to communication in the workplace, and 97% of workers say communication impacts daily task effectiveness.

Not sure how to go about improving communication skills? Here are some key strategies you can put into practice:

Active Listening

This involves fully concentrating, understanding, responding, and then remembering what is being said. Active listening is not just about hearing the words but also understanding the message behind them. It might sound easy, but his technique requires concentration and intentionality.

Body Language Awareness

Non-verbal communication, such as facial expressions, gestures, posture, and eye contact, plays a crucial role. Being aware of your own body language and correctly interpreting others’ can greatly improve communication.

Practice Clear and Concise Communication

Work on being clear and to the point. Avoid jargon and complex language that might confuse the listener. Clarity and brevity make your message easier to understand.

Feedback Seeking and Receiving

Regularly ask for feedback on your communication style. Equally important is being open to receiving and acting on this feedback.

Hone Public Speaking Skills

Being visible at networking events in the channel is important, but being on stage, be it a panel or a breakout/keynote speaker, is an excellent way to be more visible. And of course, public speaking can help you with internal communications as well. 

Building awareness of your communication habits and working to improve them can significantly enhance your professional interactions, making meaningful change and progress in your career.

The Bottom Line

Remember that each small step you take today lays the groundwork for your achievements tomorrow. Whether honing your skills, expanding your network, setting smart goals, mastering time management, or elevating your communication skills, every effort counts. The journey to professional excellence is ongoing, and with the right mindset and tools, you’re well-equipped to navigate it. Remember that it takes about 66 days for a new behavior to become a habit. So, start now, embrace these strategies, and watch as they transform into habits that propel you towards your goals. Remember, the future is not just something we enter; it’s something we create. Here’s to creating a brilliant future for yourself in 2024 and beyond!

Ready to hear how ZiftONE can up your game in 2024? Request a demo today!

The post 2024 Success Guide: Top 5 Strategies for Professional Growth in the New Year appeared first on Zift Solutions.

Why Cross-Channel Marketing Matters for Vendors

Cross-channel marketing goes beyond traditional marketing by ensuring a cohesive message across all platforms, enhancing brand recognition and trust. Think of it as the Swiss Army Knife in your marketing toolkit. It’s versatile, effective, and, frankly, pretty cool when used right. For vendors, it’s an opportunity to extend their reach and create a harmonious marketing ecosystem with their partners.

• Consistency Across Channels: Imagine telling a joke where the punchline changes every time you tell it. Confusing, right? That’s what happens when your brand message isn’t consistent across channels. Maintaining consistency ensures that the brand message remains constant, whether a customer interacts with the brand on social media, via email, or through a partner’s promotion. This uniformity builds trust and reliability in the customer’s mind.
• Expanding Market Reach: By helping your partners embrace multiple channels, you’re basically throwing a wider net. More fish, more fun. It’s all about maximizing visibility and not missing out on potential customers. This not only benefits the partner but also increases your visibility in new markets.
• Mutual Growth and Success: When partners succeed in their marketing efforts, it directly contributes to your growth. A PRM platform can facilitate this shared success by providing collaborative tools and insights. 

Understanding Partner Needs and Goals

The foundation of effective cross-channel marketing with partners is understanding their unique needs and aligning them with your strategies:

• Regular Communication: Set up regular catch-ups with your partners. Discuss what’s brewing in their world, their challenges, and their aspirations. Regular check-ins and open communication channels are essential. This helps in understanding the evolving needs of partners and aligning marketing efforts accordingly.
• Market Analysis Assistance: You can offer resources and expertise in market analysis, helping partners to tailor their marketing strategies for different channels. Offer insights and tools to help them understand and conquer their market.
• Feedback and Adaptation: In every good story, there’s a twist. Feedback is your twist – it can change the direction of your strategy, making it more aligned, more precise, and more effective. Creating a culture of continuous, data-based feedback allows strategies to be refined and adapted to suit the changing market and partner needs.

Developing a Joint Value Proposition

Creating a value proposition that resonates with both the vendor and the partner’s audience is the goal here. The art of crafting a joint value proposition with your partners involves understanding and blending your strengths to create a compelling offer:

• Synergy is the Star: Finding the right balance between what you and your partners offer is essential. It’s about creating a value proposition that highlights the best of both worlds.
• Shared Goals, Shared Success: Aligning your objectives with those of your partners ensures that everyone is working towards the same endgame.
• Co-Branding: Developing co-branded messages that resonate with both your audiences is crucial. It’s about finding that sweet spot where both brands shine. Remember, your ultimate goal isn’t to push your product, but rather help the partner sell their own value proposition to indirectly support your own goals.

Empowering Partners with Tools and Resources

Giving your partners the right tools and resources is key to their marketing success. 

• Access to Marketing Platforms: Vendors should provide partners with access to top-notch, advanced marketing platforms, which can be facilitated through a PRM system. For instance, ZiftONE’s marketing platform offers full funnel management, so they can both execute marketing campaigns and see the performance of the campaign, including conversions and click tracking, in the ZiftONE system. 
• Customizable Marketing Collateral: Offering a range of customizable marketing materials allows partners to adapt these to suit different channels and audiences.
• Ongoing Training and Support: The marketing world is always evolving. By keeping your partners in the loop with training and updates, you’re giving them a map in a constantly-shifting terrain. Regular training sessions on the latest marketing trends and technologies can keep partners well-equipped and informed.

Co-Creating Marketing Content and Campaigns

Working together on content and campaigns ensures that your efforts are aligned and effective. It’s a partnership where both parties bring their best to the table:

• Collaborative Content Creation: Jointly creating content helps ensure that it aligns with the branding and messaging of both the vendor and the partner.
• Unified Campaign Strategy: Developing a campaign strategy that is cohesive across various channels can maximize impact and reach.
• Regular Campaign Reviews: Reviewing the performance of campaigns together helps in identifying what works and what needs tweaking.

Data Sharing and Analytics

Sharing data and analytics is key to understanding the effectiveness of marketing strategies. It’s about working together to decipher what the numbers are telling you.

• Transparent Data Access: You should provide partners with access to relevant marketing data, which can be efficiently managed through a PRM system.
• Joint Analysis Sessions: Analyzing campaign data together can lead to valuable insights, helping to refine future marketing efforts.
• Actionable Insights Sharing: Sharing insights that are actionable can help partners in making informed decisions and optimizing their marketing strategies. You’ll want to see campaign performance overall, across multiple partners, and recommend high performing campaigns to your partner to activate.

Incentivizing and Motivating Partners

Incentives and motivation play a significant role in driving partner engagement:

• Performance-Based Incentives: Implementing incentive programs that reward effective marketing efforts can drive motivation and performance.
• Recognition Programs: Recognizing and celebrating the marketing successes of partners can further encourage their efforts.
• Supportive Communication: Maintaining a tone of support and encouragement in all communications can significantly boost partner morale.

Case Studies and Best Practices 

Sharing real-life success stories and best practices can be incredibly instructive for partners:

• Success Story Showcases: Detailed case studies of successful partner marketing campaigns provide real-world examples and insights.
• Guides on Best Practices: Distributing comprehensive guides on cross-channel marketing best practices can empower partners with the knowledge they need to succeed.
• Learning Workshops: Hosting workshops or webinars where partners can learn from experts and each other fosters a community of learning and growth.

The Bottom Line

In the end, cross-channel marketing for vendors is about embracing the challenge, understanding the importance of each channel, and working in tandem with partners to create cohesive marketing efforts. It’s about being there, being consistent, and being ready to adapt. Remember, in this ever-evolving marketing landscape, it’s not just about showing up; it’s about showing up right. With the right strategy, tools, and mindset, you and your partners can turn the cross-channel marketing challenge into a success story. 

Want to know how ZiftONE enables effective cross-channel marketing? Book a demo today.

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We took on our first foray into AI by helping suppliers develop partner-facing content with an embedded AI tool. From portal pages to portal posts, to to-partner communications, it’s now easier to figure out what to say with AI.

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The value of trade shows is unmistakable, with Lincoln West noting that 81% of attendees wield buying power, making these events a prime venue for vendors to connect with partner decision-makers. According to Highway85 Creative, 74% of customers are more inclined to purchase a product after encountering it at a trade show – good news for vendors looking to recruit or more upsell partners. Furthermore, a QuickTapSurvey reveals that 5-10% of leads from trade shows typically convert immediately after the event. There are scores of other data points that reinforce what you already know: Especially in the channel, there’s nothing quite like in-person events to move the needle.

Identifying the Right Events to Attend

Jay McBain, chief analyst from Canalys, is on more stages than we can name, so it’s only natural to look to him for a count – and it’s a doozy. In May 2023, Jay published his thoughts on the top 218 events for every vendor and partner. With only 260 business days in a year, how do you choose which events are right for you? Here are some tips:

• Clearly Define Your Objectives: It seems obvious, but too many vendors simply show up at events without really identifying why they want to be there. Begin by pinpointing your goals for event participation. Whether it’s lead generation, brand awareness, product launches, or networking, you have to have a clear understanding of your objectives. Then assess each event’s potential to provide a satisfactory ROI.
• Conduct a Thorough Cost Analysis: Consider the financial implications of attending events, including entry fees, travel, accommodation, and marketing expenses. Weigh these costs against your budget and the expected ROI to make informed decisions to determine how you want to show up (more on that below).
• Set Key Performance Indicators (KPIs): Establish specific KPIs to measure the success of your participation. These should include referral tracking and conversion rates, attendee satisfaction and engagement levels, as well as sales and lead quality analysis.
• Evaluate Your Market Fit: Analyze the relevance of the event to your specific market segment. Research the event’s focus, industry alignment, and attendee profile to ensure it matches your target market, geographical focus, and business strategies.
• Analyze Attendee and Speaker Profiles: Study the quality and relevance of attendees and speakers. Prioritize events where decision-makers, influencers, or industry thought leaders who align with your market will be present.

Want a checklist and timeline for event execution, complete with team responsibilities? We’ve got you covered here.

Deciding Your Level of Participation

Now that you know the events you feel your team should attend, it’s time to figure out how you’ll show up. Align your participation level with your defined objectives. For instance, if brand visibility is a key goal, consider more prominent participation forms like sponsoring a booth or a speaking slot. If networking is the priority, attending or hosting smaller, more intimate events might be more effective.

• Consider Sponsoring a Booth: If your goal is high visibility, lead generation, or product demonstrations, a booth can be an excellent choice. It provides a physical space to showcase your products or services and engage directly with potential clients or partners.
• Buying a Speaking Slot: This is ideal if you’re looking to establish thought leadership, share industry insights, or highlight innovations.
• Happy Hours and Social Gatherings: These are perfect for informal networking and relationship building. Consider hosting a happy hour if you aim to create a relaxed environment for deeper, more personal interactions.
• Sponsorships and Branding Opportunities: If you have the budget, look for sponsorship opportunities that align with your brand. This can range from sponsoring specific segments of the event to branding merchandise.
• Collaborative Opportunities: Explore opportunities to co-host events or sessions with other brands. This can broaden your reach and offer mutual benefits while lowering your total cost.
• Personalized One-on-One Meetings: Schedule personalized meetings with key prospects or clients during the event. This focused approach is great for deepening relationships and discussing specific opportunities.

Turning Connections into Opportunities

There’s no point investing in an event if you aren’t prepared to do effective follow-up. That’s where the magic really happens, but it’s hard work. It requires attention to detail, time to personalize communications, and the ability to move quickly. The key is to be timely, relevant, and persistent in your efforts, ensuring you capitalize on the momentum from the event.

• Immediate Post-Event Communication: And we mean it when we say immediate. Initiate follow-up communications within 24-48 hours after the event. This helps keep the momentum going and ensures your brand stays fresh in the minds of the contacts you’ve made. Send personalized emails or messages that reference specific conversations or points of interest from the event. This personal touch can significantly increase the response rate.
• Segmenting Your Contacts: Segment your contacts into groups based on their potential value, type of interaction, or specific interests. This enables more targeted and relevant follow-up communications. Create different follow-up messages for each segment, ensuring the content is relevant to their specific interests and interactions.
• Utilizing CRM Tools: It should go without saying, but make sure to enter all new contacts into your CRM system promptly. Include detailed notes about each interaction to provide context for future communications. Use your CRM to set up automated follow-up sequences, ensuring consistent and timely engagement.
• Leveraging Social Media: Connect with new contacts on LinkedIn or other relevant social media platforms. This can help maintain the connection and provide opportunities for ongoing engagement. Don’t immediately go for the jugular, either. Sending a sales email right off the bat without greasing the wheels with interaction first is a mistake. Post highlights or insights from the event on your social media channels. Tagging the event or specific individuals can increase engagement and visibility.
• Scheduling One-on-One Meetings: For high-potential contacts, propose one-on-one meetings or calls to discuss potential collaborations, partnerships, or business opportunities in more detail.
• Tracking and Measuring Follow-Up Success: Remember, you can’t manage what you don’t measure. Track the responses and engagement levels from your follow-up efforts. Use metrics like email open rates, response rates, and meeting conversions. Use this data to refine your follow-up strategies and improve for future events.
• Maintaining Long-Term Engagement: Keep in touch with your contacts regularly, even when there’s no immediate business opportunity. Don’t lose sight of the fact that the channel is a relationship business, and we should all devote significant energy to establishing, strengthening, and maintaining those relationships. Regular check-ins can build a strong foundation for future collaborations.

The Bottom Line

Though there’s no doubt solid friendships are made and honed at channel events, they’re more than just get-togethers. These gatherings are key hubs for establishing and nurturing enduring professional and commercial relationships within the market. Integrating these events into your business strategy opens doors to expanding your network, launching new products efficiently, and enhancing partner-generated revenue. Recognizing that not every event aligns with each vendor’s needs, the variety of options available today offers the flexibility to craft a marketing events strategy uniquely suited to your business goals. Participation in these events unlocks many benefits—rich networking opportunities, close-knit meetings, interactive peer groups, and the chance to build new, long-lasting relationships.

The post Breaking Down Channel Events: Where to Go, What to Do, and How to Make the Most of It appeared first on Zift Solutions.

Event Planning and Preparation (Starting 10-12 Weeks Before the Event)

Identify Event Goals (All Relevant Teams)

• Designate a cross-functional team comprising representatives from Sales, Marketing, and Customer Success, as needed.
• Facilitate a meeting between the relevant stakeholders to define specific event objectives, such as lead generation, brand awareness, or customer relationship building. Objectives should be as granular as possible, e.g. number of leads generated, social media engagement goals, number of conversations with customers, etc.
• Reach alignment between Sales, Customer Success, and Marketing on the primary objectives.
• Ensure that goals are well-defined, measurable, and align with your overall strategy. Put those goals on paper and share with all stakeholders, along with the rest of the event plan.
• Assign specific responsibilities to team members for each goal, ensuring accountability.

Select the Event Type (Marketing)

• Evaluate the event landscape and determine the most suitable event type to achieve the aligned event goals. Consider factors such as audience reach, industry relevance, budget constraints, primary goal, and available resources. Decide whether it’s a conference, trade show, seminar, dinner, happy hour, webinar, etc.
• Align the chosen event type with the predefined budget, making adjustments as necessary based on event goals and ROI expectations.

Budget Allocation (Marketing)

• Identify/adjust a budget for the event, taking into account expenses such as booth space, materials, travel, accommodations, entertainment, contingencies, etc.
• Establish a system for tracking and monitoring expenses to stay within budget.
• Collaborate with Sales and Customer Success to ensure they have the necessary budget allocations for their respective responsibilities.
• Plan for approval processes and contingencies in case of unexpected costs.

Create Event Team (All Teams)

• Identify the key representatives who will attend the event based on its type and goals.
• Assemble a cross-functional team that may include Sales, Customer Success, and Marketing representatives.
• Clearly define roles and responsibilities for each team member, specifying their involvement and contributions to the event. Ensure that all team members are aware of their roles and responsibilities and have a clear understanding of the event’s objectives.

Event Date and Location (Marketing)

• Confirm the event date and venue, ensuring that it aligns with the event goals and type.
• If planning a happy hour or dinner, book and confirm the time and location well in advance.
• Create a detailed schedule and itinerary for your representatives to follow during the event. Share the itinerary with all representatives and stakeholders.
• Coordinate logistics such as booth setup, travel arrangements, and accommodation reservations.
• Establish a communication plan for team members, providing them with all necessary event details.

Create an Event Plan (Marketing)

• Marketing to develop a comprehensive event plan that includes clear objectives, target audience profiles, and messaging strategies. Ensure all attendees are clear on aligned objectives and talking points.
• Outline the content and materials that will be used to engage attendees and achieve the event goals.
• Ensure that all representatives are briefed and have a consistent understanding of the event’s objectives and messaging.
• Create pre-event marketing materials and campaigns that align with the event plan.
• Establish a reporting and measurement framework to track progress towards event goals and post-event evaluation criteria.
  • Define specific metrics that align with your objectives, such as the number of leads generated, attendee engagement, or revenue generated.
  • Outline how data will be collected and stored during the event, including lead capture methods, survey responses, and attendee interactions.
  • Determine the criteria that will be used to assess the event’s success, including ROI analysis, attendee feedback, and lessons learned for future events.

Marketing and Promotion (8-10 Weeks Before the Event)

Promotional Materials (All Teams)

• Collaborate with Sales, Customer Success, and Marketing teams to define the specific promotional materials needed.
• Develop a content calendar to plan the creation and distribution of marketing collateral, ensuring alignment on target audiences and messaging.
• Plan, per team, pre-event communication strategy to be inclusive of outreach Sales, Customer Success, and/or Marketing promotional efforts
• Create high-quality marketing materials, including brochures, banners, flyers, and digital content.
• Ensure consistency in branding and messaging across all materials.
• Determine the distribution channels for these materials, whether it’s through email, social media, or physical distribution at the event.

Event Website or Landing Page (Marketing)

• If applicable, create a dedicated event web page or landing page on the company website. Include essential event details such as date, time, location, agenda, speakers, and registration forms.
• Set up lead routing processes to ensure that registrants are automatically directed to the appropriate CRM nurture campaigns or assigned to the right sales representatives.
• Implement tracking mechanisms to monitor website traffic, registrations, and engagement with event-related content.
• Create personalized email follow-up sequences for registrants based on their registration details and interests.

Email Campaigns (Marketing)

• Plan a series of email and newsletter campaigns to build anticipation and excitement for the event.
• Segment the target audience based on criteria such as industry, role, or engagement level.
• Send out initial event invitations or announcements of attendance, including personalized invitations, promo codes, or simple notifications. Typically, Sales and Customer Success will identify recipients. Create a sense of urgency by highlighting registration deadlines, limited-time offers, or exclusive benefits for early registrants.

Social Media Promotion (Marketing)

• Develop a social media marketing plan specific to the event, including a content calendar and posting schedule.
• Start promoting the event on various social media platforms using event-specific hashtags and tagging relevant influencers.
• Engage with the event host’s social media accounts and utilize any event-related content they provide.
• Monitor LinkedIn and other platforms to identify and engage with other attendees or influencers attending the event.
• Create visually appealing social media graphics and posts to capture attention and generate interest.
• Encourage event-related discussions, polls, and interactive content to foster engagement and community building. (Resource-dependent)

Swag and Booth Presence (Marketing)

• Determine the quantity and types of swag that will be distributed at the event.
• Coordinate the shipping of materials to the event location.
• Order additional swag items as needed to ensure an adequate supply.
• Ensure that booth materials, such as pull-up banners, tablecloths, and signage, align with the overall event theme and branding.
• Plan interactive booth activities or demos to engage event attendees and drive foot traffic.
• Develop a schedule for booth staffing to ensure coverage throughout the event, including breaks and shift rotations.
• Train booth staff on how to interact with attendees, capture leads, and promote the company’s value proposition effectively.

Sales and Lead Generation (6-8 Weeks Before the Event):

Targeted Attendees List (Sales & Customer Success-Driven)

• Sales and Customer Success teams to create a detailed list of potential attendees.
• Identify and segment attendees based on criteria such as industry, job title, company size, and specific interests.
• Prioritize potential attendees to determine who you want to engage with most during the event, and which team member should be the point of contact for each interaction.
• Working in tandem with Sales & Customer Success, Marketing to develop a personalized outreach plan for each segment, including messaging and value propositions tailored to their needs.
• Create a shared document or CRM tool to store and update the targeted attendees list regularly.

Lead Qualification (All Teams)

• Marketing to work closely with the Sales and Customer Success teams to establish clear lead qualification/priority customer criteria.
• Define what constitutes a “hot lead” based on behavioral indicators (e.g., engagement with pre-event content).
• Develop a lead scoring system that assigns values to various lead attributes and interactions.
• Marketing to ensure that potential leads are nurtured with relevant pre-event content.
• Determine which campaigns or offers will be presented to leads at the event based on their qualification status.
• Marketing to establish guidelines for Sales and Customer Success to prepare for lead/customer capturing, including the questions to ask and the information to collect from leads.

CRM Setup (Marketing)

• Set-up event-specific campaign in CRM.
• If needed, develop custom lead fields to capture event-specific data, such as event source, engagement level, and follow-up status.
• Monitor reporting in CRM and via standard marketing reporting cadence to provide real-time visibility into lead generation and conversion metrics.
• Establish a clear follow-up plan that includes lead nurturing, email templates, and automated workflows to accelerate the post-event follow-up process.
• Conduct a data hygiene check to clean up existing data in CRM and prevent any data quality issues during the event.

Event Logistics (4-6 Weeks Before the Event):

Booth/Space Setup (Marketing):

• Plan for booth “security,” including the safe storage of valuable equipment and materials overnight if necessary.
• Verify booth regulations and restrictions imposed by the event organizer or venue (e.g., height restrictions, power limitations).
• Arrange for booth signage and banners to be produced and delivered on time by Tradeshow Stop.
• Arrange for any branded attire to be ordered and shipped to staff attendees ahead of the event.

Travel Arrangements (All Teams)

• Marketing to convey dates and locations for the event in the plan
• Each team will be responsible for booking their own travel
• Develop a contingency plan for travel disruptions (e.g., weather delays, flight cancellations) to ensure team members can still attend the event.

Lead Capture (All Teams)

• Establish a system for tracking lead interactions beyond scanning, such as recording conversations and noting specific interests or requests.
• Plan for data synchronization between the event app and CRM to ensure lead data is seamlessly integrated.
• Set up a lead scoring system or criteria for distinguishing between warm and hot leads based on specific actions or engagement.
• Develop an event-specific landing page for lead capture, where appropriate. Include raffles, giveaways, etc. as needed.

On-Site Support (Marketing)

• Identify a point person or help desk at the event venue to address any on-site issues or inquiries. 
• Create a schedule for booth staffing, including breaks and shifts, to ensure continuous coverage during event hours.
• Develop a protocol for managing unexpected situations, such as equipment malfunctions or staff illness.

Event Materials and Supplies (Marketing)

• Inventory all event materials and supplies to ensure nothing is overlooked.
• Work with the venue/event staff to plan for waste disposal and recycling options for booth materials, giveaways, and packaging.
• Arrange for the transportation of event materials and supplies to and from the venue

Event Execution (Day of the Event)

Staff Briefing (Relevant Point Person)

• Conduct a pre-event staff briefing at the event venue or a designated meeting area.
• Review the event schedule and assigned tasks with team members.
• Emphasize key talking points, objectives, and the overall strategy. 
• Ensure everyone is aware of emergency contact information and event contacts. 
• All attendees should be working from a document or other single source of truth for easy reference.

Lead Capture Tools (Marketing)

• Ensure that lead capture tools (e.g., scanners, apps, or event landing page) are set up and functioning and that all attendees are familiar with the functionality.

Event Schedule and Assignments (All Teams)

• Marketing to distribute a detailed event schedule that includes all activities, sessions, and booth hours. 
• Functional departments as needed to assign specific team members to different time slots and tasks, such as booth staffing, session attendance, and networking.

Booth or Space Setup (Marketing)

• Coordinate with the team responsible for booth/event space setup to ensure it’s ready before the event opens.
• Assign team members to oversee booth/event setup and make any necessary adjustments. 
• Ensure all promotional materials, giveaways, and equipment are accessible and organized.

Session Attendance/Speaking and Networking (All Teams)

• Schedule specific time slots for team members to attend relevant sessions or presentations. 
• Encourage team members to actively engage in networking with attendees, partners, and industry peers.

Live Social Media Updates (All Teams)

• Assign team members to handle real-time social media updates, no matter if they’re in marketing or not. 
• Include relevant hashtags and people tags. 
• Provide access to official social media accounts and necessary tools. 
• Encourage team members to share event highlights, photos, and videos. 
• Set guidelines for responding to comments and engaging with event attendees online.

Booth Tear Down and Cleanup (All Teams)

• Assign a team to manage the orderly dismantling of the booth or event space. 
• Ensure that all materials are properly packed and accounted for. 
• Coordinate with event organizers for booth tear-down logistics and timing. 
• Include return labels for any leftover swag or other booth elements. 
• Verify that the event space is left clean and in the condition required by the venue.

Post-Event Follow-Up and Evaluation Process (Within 1 Week After the Event):

Lead Entry and Qualification (Sales)

• Promptly enter or upload all collected leads into CRM. 
• Ensure accurate and complete lead information, including contact details, company information, and specific interests. 
• Tag leads appropriately with the event campaign and lead source details, as well as other criteria as needed.
• Assign leads to specific sales representatives or teams for follow-up, and communicate assignments clearly.

Lead Follow-Up (All Teams)

• Prioritize leads based on their quality and potential. 
• Define lead scoring criteria to help prioritize follow-up efforts (e.g., hot, warm, cold).
• Identify which team member will be conducting follow-up activities respective of where the lead originated and who had the conversation.
• Establish a follow-up timeline and response expectations, considering the urgency of each lead. 
• Working with Marketing as necessary, personalize follow-up communications by referencing the event and the prospect’s interactions. 
• Marketing to provide Sales representatives with lead-specific information to facilitate meaningful conversations.
• Marketing to send any relevant post-event material, such as presentation decks from speaking engagements, etc.

Event Evaluation and Recap (Marketing-Led)

• Hold a comprehensive post-event debrief meeting/post-mortem involving all relevant teams, including Sales, Marketing, and Customer Success, as appropriate. 
• Assess what worked well during the event, including successful strategies, booth activities, and engagement techniques. 
• Identify areas for improvement, such as logistical challenges, communication issues, or missed opportunities. 
• Gather feedback from team members regarding their experiences, challenges, and suggestions. 
• Discuss attendee feedback, if available, to gain insights into the event’s effectiveness.
• Conduct a survey of event attendees (where appropriate) to gather feedback on their experience and satisfaction. 
• Analyze the competitive landscape by researching the presence and strategies of competitors at the event.

ROI Analysis and Event Report (All Teams, Marketing-Led)

• Calculate the ROI of the event by comparing total event costs to the value generated. Consider all event-related expenses, including booth costs, travel, accommodations, marketing expenses, and staff hours.
• Evaluate the revenue generated/potential pipeline from leads and opportunities generated at the event.
• Calculate the return on investment as a percentage or dollar amount. 
• Interpret the ROI to determine whether the event met financial goals and whether adjustments are needed for future events. 
• Create a comprehensive event report to document the entire event’s performance. Include key metrics, such as the number of leads generated, leads converted to opportunities, and potential revenue generated. 
• Provide a breakdown of expenses and a detailed ROI analysis. 
• Summarize attendee feedback and engagement statistics. 
• Highlight lessons learned and action items for improvement in future events. Share the event report with company stakeholders, including executives, to provide transparency and insights into the event’s impact.

The post A Guide to Channel Events Execution appeared first on Zift Solutions.

Metric 1: Sales Performance Metrics

It will be a surprise to no one that sales performance metrics are the most visible and telling indicators of partner engagement. These metrics, which include tracking sales figures, growth rates, and partner revenue contributions, offer a comprehensive view of partner engagement and performance.

For instance, Desraie Thomas, Channel Chief at Aportio, highlights the critical role of managing churn, especially during new product launches. She states, “Our goal is to achieve NEGATIVE CHURN – a state where we consistently enhance value for our customers.” This approach goes beyond merely reducing churn; it’s about actively improving customer value, directly impacting sales performance.

Adding another layer to this discussion, Joseph Landes, CRO of Nerdio, points out the significance of revenue composition in assessing partner performance. Nerdio primarily serves managed service provider (MSP) partners, so the metrics Landes measures are specific to that business model.  “I would say that a percentage of an MSP’s business derived from recurring cloud revenue [is important to track]. We know that recurring cloud revenue is the most valuable revenue an MSP can possibly have. First, it is recurring, so they are being paid for it each month. But then it is also cloud revenue, which is innately much more valuable than on-prem revenue and certainly more valuable than services revenue alone,” he explains. 

The sales metrics that are most crucial will vary depending on the vendor’s business model, market share, technology, and partner type, but here are some of the most common:

• Sales Growth: This measures the increase in sales over a specific period. Consistent growth in sales is a strong indicator of an engaged and effective channel partner.
• Average Deal Size: This metric helps to understand the average revenue generated per sale. A larger average deal size may indicate a partner’s effectiveness in selling more comprehensive solutions or higher-end products.
• Lead Conversion Rate: The percentage of leads that convert into actual sales. A high conversion rate suggests that the partner is effective in moving leads through the sales funnel.
• Customer Acquisition Cost (CAC): This metric assesses the cost involved in acquiring a new customer through a channel partner. Lower CACs can indicate more efficient and effective partner engagement.
• Product Mix: Analyzing which products or services are being sold by the partner. A diverse product mix or a focus on high-margin products can be a sign of a strategic and engaged partner.
• Sales Cycle Length: This measures the time taken from initial contact to closing a sale. A shorter sales cycle may indicate higher efficiency and effectiveness in the sales process.
• Market Penetration: This metric looks at the extent to which a product is recognized and purchased in a particular market segment. High market penetration can be a sign of an effective channel partner.
• Customer Satisfaction and Retention: High levels of customer satisfaction and retention are indicative of an engaged partner who not only sells but also ensures customer satisfaction post-sale.
• Profitability per Sale: This metric looks at the profit margin on each sale. It’s important to consider not just the volume of sales but also how profitable those sales are.

Metric 2: Partner Satisfaction and Feedback

Our experts highlighted partner satisfaction as a critical measure that helps vendors understand how their partners perceive and value their relationship. Partner satisfaction is a multifaceted metric, reflecting various aspects of the partnership, including support, communication, profitability, ease of doing business, and overall satisfaction with the products and services offered. 

For instance, Debbie Kestin-Schildkraut of Kestin Impact Consulting points out that partner satisfaction is crucial and can vary depending on the company’s goals. These scores are vital indicators of long-term partnership health. “Partner metrics that matter… would focus on the uptake and adoption of new products or services,” Kestin-Schildkraut explains, since logic says the more satisfied and engaged a partner is, the more they’ll sell. 

Partners should also be encouraged to participate in satisfaction reviews with their end-user customers. Consider the following methods:

• Surveys and Feedback Forms: One of the most direct methods to measure partner satisfaction is through surveys and feedback forms. These tools can be used periodically to gauge partner sentiment. Using rating scales (1-5 or 1-10), open-ended questions, and Net Promoter Score (NPS) can provide comprehensive insights.
• Partner & Customer Forums and Roundtables: Hosting forums or roundtable discussions provides a platform for partners to voice their opinions and experiences. These settings encourage open dialogue and can reveal insights not captured in structured surveys. They also help in understanding the nuances behind the feedback.
• Partner Support Interactions Analysis: Analyzing interactions with partner support, such as response times, resolution rates, and the nature of support requests, can provide valuable information about partner satisfaction. High numbers of repeated issues or complaints can be indicators of dissatisfaction.
• Benchmarking Against Competitors: Comparing your partner’s satisfaction levels with industry benchmarks or competitors can provide context on where your organization stands and areas for improvement.

Metric 3: Training and Certification Completion Rates

In the channel, training and certification play a key role. These programs equip partners with the necessary skills and signal commitment and engagement. High completion rates of training programs correlate directly with improved sales performance and product expertise. This metric is a testament to a partner’s dedication to growth and excellence in the field.

Building on the importance of training and certification, it’s crucial to measure the effectiveness of these programs. Metrics related to training uptake, content relevance, and knowledge retention can provide valuable insights into how well your partners are being prepared. Tracking these metrics allows you to identify areas where training might be falling short and areas of strength that can be further leveraged. For instance, monitoring post-training performance can give a clear picture of how effectively the training translates into real-world skills and sales competence.

Additionally, certification levels among channel partners can serve as a benchmark for their expertise and commitment. Partners who invest time and resources in obtaining higher levels of certification are likely to be more engaged and better equipped to sell and support your products. Certifications also often come with tiers or specializations, reflecting a partner’s specific areas of expertise and their depth of knowledge about your offerings. This differentiation not only empowers partners but also helps you in segmenting and strategizing your channel partner program more effectively.

Examples of KPIs to track in training and certification include:

• Completion Rates of Training Programs: The percentage of enrolled participants who complete the training programs.
• Certification Levels Achieved: The number and tier of certifications earned by partners.
• Average Time to Complete Training: How long it takes, on average, for partners to complete training courses.
• Post-Training Assessment Scores: Scores or grades achieved in assessments following training sessions.
• Training Feedback Scores: Satisfaction ratings given by partners on training content and delivery.
• Retention of Trained Partners: The rate at which trained partners remain active and engaged over time.
• Application of Skills in Sales Context: Measurable impact of training on sales performance or problem-solving in real scenarios.
• Number of Trained Personnel per Partner: Reflects the depth of training penetration within each partner organization.
• Training Refresh Rate: Frequency with which partners update or renew their training and certifications.

Metric 4: Marketing and Lead Generation Metrics

Effective co-marketing efforts are a hallmark of robust partner engagement. Key marketing metrics like lead generation and conversion rates offer insights into the effectiveness of these joint efforts. Active participation in co-marketing initiatives enhances brand visibility and demonstrates a partner’s partner’s commitment to mutual growth and success. 

Delving deeper into marketing and lead generation, it’s important to analyze the quality and quantity of leads generated through these co-marketing efforts. Quality leads are more likely to convert, indicating that the marketing messages and channels are well-aligned with the target audience. On the other hand, a high volume of leads might not always translate into sales if they are not of high quality. Therefore, assessing both aspects provides a balanced view of the marketing effectiveness. Furthermore, tracking the source of leads can help in understanding which marketing channels and strategies are most effective, enabling a more focused and efficient allocation of marketing resources.

Additionally, the engagement metrics of marketing campaigns reveal much about the effectiveness of the content and strategy used. Metrics such as open rates, click-through rates, and social media engagement can indicate how compelling and relevant the marketing content is to the target audience. High engagement rates often correlate with better brand recognition and lead quality. It’s also beneficial to track the alignment of marketing efforts with sales outcomes, as this shows how well marketing initiatives are supporting the overall sales strategy. By monitoring these metrics, you can gain actionable insights to continuously refine and improve your co-marketing efforts with channel partners.

Some key KPIs to track in marketing and lead generation include:

• Lead Generation Volume: Total number of leads generated through co-marketing efforts.
• Lead Quality Score: A measure of how likely the leads are to convert based on predefined criteria.
• Conversion Rate: The percentage of leads that convert into customers.
• Cost Per Lead (CPL): The cost incurred to acquire each lead.
• Lead Source Efficiency: Performance of various lead sources in terms of quantity and quality.
• Marketing Campaign Engagement Rates: Metrics such as click-through rates, open rates, and social media interactions.
• Content Engagement Metrics: The level of interaction with specific pieces of content, such as downloads, shares, and comments.

Metric 5: Partner Lifecycle and Retention Rates

Monitoring the partner lifecycle, from onboarding through long-term collaboration, is crucial. Dan Wensley, CEO of Scalepad, underscores the importance of choosing the right metrics. “Metrics, processes, and data drive businesses… The top five metrics… establish the focus of the business, the operational maturity, the fiscal attributes, internally focused or external focused objectives, and product vertical objectives,” he explains. Retention rates shed light on the health of these relationships, indicating satisfaction and long-term viability.

The concept of partner lifecycle and retention rates is pivotal in understanding and managing long-term relationships in the channel. These metrics provide insights into how partners progress through various stages of their relationship with a vendor and how effectively the vendor maintains these relationships over time. Consider reviewing these key insights:

• Recruitment and Onboarding: This initial stage involves attracting and enrolling new partners. Key metrics here include the number of new partners onboarded, the time taken for onboarding, and initial training completion rates.
• Activation and Engagement: Once onboarded, the focus shifts to getting partners fully engaged with the vendor’s products or services. Metrics include the time taken for partners to start actively selling or promoting products, engagement in marketing activities, and participation in further training or certification programs.
• Retention and Loyalty: Long-term partnership maintenance is crucial. Retention rates, length of partnership, and loyalty measures, such as repeat business and referrals, are critical metrics. Additionally, partner satisfaction scores play a significant role in this stage.
  

In The End

Measuring partner engagement is multifaceted. It demands a careful blend of quantitative analysis and qualitative understanding. This approach enables vendors to identify areas of strength, uncover opportunities for improvement, and ultimately drive mutual success.

The wisdom of Peter Drucker rings true in this context. By diligently applying these engagement metrics, vendors can manage and enhance their partnerships, steering towards a future marked by innovation, growth, and shared success. The key lies in continuous measurement, adaptation, and an unwavering commitment to fostering solid and enduring relationships with their partners.

The post 5 Essential Partner Engagement Metrics for IT Channel Vendors appeared first on Zift Solutions.

With the pandemic (mostly) behind us, economic uncertainty all around us and the AI revolution ahead of us, we humbly ask what’s in store for technology partner programs in 2024?

To answer this question, we spoke with seven industry experts. Our panelists include:

• Carolyn April, Senior Director of Industry Analysis at IT industry association CompTIA
• Rich Freeman, Founder and Executive Editor at channel news blog Channelholic
• Tina Gravel, Former Channel Chief, Tech Leader, Author and Consultant at TinaGravel.com
• Khali Henderson, Senior Partner at technology marketing firm BuzzTheory
• Peter Radizeski, President at tech advisory firm Rad-Info Inc.
• Jill Rowley, Strategy & Evangelism for media and event company Nearbound.com
• Kathryn Rose, Founder & CEO of channel expert marketplace channelWise

Looking Back on Channel Partner Program Trends in 2023

At the end of 2022, we surveyed technology channel experts and identified six partner program predictions for the IT and telecom channel space.

• Partner Programs Will Adopt Ecosystem Models
• The Channel Will Rely on Distributors Even More in 2023
• The Channel Will Search for a New Generation of Sellers
• In-Person Partner Training Will Increase in 2023
• End Customer Events Will Increase in Favor Over Vendor Partner Events
• Vendor Partner Funds Will Move to Long-Term Investment Versus Short-Term Incentives

For the most part, these predictions were realized or can safely be categorized as emerging channel trends. In general, they reflect businesses’ growing reliance on increasingly sophisticated technology and the resulting need for more skilled and varied partners who can fulfill clients’ needs with a range of solutions and professional services delivered throughout the customer lifecycle. The gloomy macroeconomic climate, which loomed large over the channel in 2023, also spurred partner program leaders to focus spend on strategies for directly influencing customer wins and driving sustained performance among select partners.

6 Channel Partner Program Predictions for 2024

As we gear up for 2024, we find that the macroeconomic situation has degraded further, with tech companies laying off employees and raising expectations for partner productivity. Add to this ChatGPT’s debut, which spurred an AI arms race that has many vendors and partners playing catchup to ensure their clients employ rational strategies for AI deployment and adoption. Meanwhile, partner program leaders are beginning to operationalize partner ecosystem models to influence more sales and retain more customers.

Against this backdrop, our panelists offered the following partner program predictions for the new year:

1. Partner Ecosystems Are Driving the Rise of RevOps

Revenue Operations (RevOps) is a relatively new business structure that seeks to put all go-to-market models and channels under one department to improve revenue management.

As Zift noted in a recent blog, RevOps, Explained, “The emergence and increasing dependence on ecosystem partners for referrals, sales, service, deployment, integrations and retention is a significant driver for RevOps. Without it, organizations will struggle with a fragmented approach to revenue growth.

“We’re moving from random acts of partnering to integrating second-party partner data into RevOps,” says Nearbound’s Jill Rowley. In turn, she says, that enables a go-to-market strategy that’s informed by a more holistic set of data.

Indeed, unified data management is a key tenet of RevOps that ensures all teams are working with the same information to improve alignment and forecasting. It also encourages data-driven decision-making that helps to refine go-to-market strategies.

Rowley is part of an emerging chorus that calls this approach “nearbound” sales and marketing (in contrast to the more commonly known “inbound” and “outbound” sales and marketing strategies). “Nearbound will go mainstream, and at a faster pace than inbound,” says Rowley, alluding to the meteoric rise of digital-based inbound sales and marketing strategies in the 2010s with the advent of marketing automation from companies like Hubspot.

“Where outbound interrupts and inbound attracts, nearbound surrounds,” Rowley explains. “Nearbound is a game-changing [go-to-market] strategy that is reshaping the partnership landscape. It’s a strategy that taps into the power of your ecosystem. When you partner with those your buyers already trust, you close more deals faster and deliver more value sooner.”

2. Partner Tiers Are Becoming Less Relevant in the Partner Ecosystem Era

The effectiveness of medal-level (e.g., silver, gold, platinum) partner tiers has been the subject of debate for several years. It seems the emergence of partner ecosystem models – with influencer, transaction and retention channels – may soon put the final nail in the partner tiers’ coffin.

“The past decade has seen partners transitioning from mainly product sales to a host of newer models based on services — project and recurring revenue, and/or businesses based on referrals, influencing and consulting work,” says CompTIA’s April. “These newer business types don’t align as well with legacy vendor programs that reward volume sales and revenue quotas with a benefits system based on status tiers.”

Partner expert and former channel chief Tina Gravel agrees, noting that partner ecosystems with a range of partner types don’t line up well with traditional graduated tiers.

“A bronze, silver and gold package will not adequately cover a small channel program that has consultants, resellers, agents and MSPs. They are all so different [and] need different incentives and support,” says Gravel. “Today, the fact is that the more channel partners you have, the more routes to market and segments you have, the more programs, processes and incentives you will have to build and support. The time of the simplified programs has gone the way of the dodo.”

Indeed, partner programs will create programs tailored to partner business models. It is not uncommon today to see programs tailored to commission-based sales agents and margin-based resellers.  Within each of those models are subsets of partners as well. For example, sales agents may get recurring commissions and require training and extensive engineering or customer support, while referral partners may get one-time commissions and require very little support. Similarly, margin-based resellers operate under many models, including straight resale, white-label or co-branded — each with a different discount level and support requirements.

The new wrinkle is with the influencer, retention and alliance channels, which are not transactional. The challenge then becomes how to compensate these partners at the point of value. And, in some cases, compensation isn’t monetary. For a deeper dive into the nuances, check out our recent blogs:

• The Influencer Channel: How and Why to Use It
• The Retention Channel: How and Why to Use It
• The Alliance Channel: How and Why to Use It

3. Partner MDF & Incentives Will Come with More Strings Attached

We surveyed our panelists in the midst of fall budgeting for 2024. Needless to say, belt-tightening was top of mind. It’s no surprise to hear that they expect market development funds (MDF) and incentives to be distributed more judiciously and creatively.

“More [vendors] are thinking of MDF for lead gen as opposed to parties and sporting events,” says Rad-Info’s Radizeski.

BuzzTheory’s Henderson agrees, noting that vendors find less value in the large partner networking events and more value in working closely with individual partners on specific customer-facing campaigns. “It’s a hard line to walk since vendors need to maintain relationships and a presence at key distributor events,” Henderson says. “Some vendors are finding a good middle ground by enlisting the distributors to support targeted spending on customer lead gen for top-performing partners.”

Last year, our panel predicted that marketing dollars would go toward more customer events. Here again, vendors are getting creative. “Several of our clients host customer-facing events where partners invite their top prospects to enjoy an exclusive experience or sought-after speaker,” says Henderson. “While these events are meant to nurture customer relationships, partners also love them because they’re unlikely to be able to afford or organize them on their own. It’s sort of a two-for-one. With budgets stretched, targeted spending with measurable ROI will continue to be a priority.”

While on the one hand, our panel predicts more strategic investments, on the other hand, Channel Chief Gravel says the slow economy is also triggering a rise in SPIFFs designed to incentivize short-term sales in the quarter offered.

Want to learn more about how to structure and run an MDF program? Check out our ebook Unlocking the Potential of Market Development Funds.

4. Training & Certification Will Become More Important in the Age of AI

Technology is evolving quickly. Witness the floodgates of new solutions following the release of ChatGPT’s generative AI. AI is not only the poster child for accelerated technology; it’s behind many advancements and enhancements to existing tech solutions like cybersecurity, contact centers and more.

Partners are challenged to keep pace, making vendor and distributor training and certification programs increasingly important.

“End users want solutions, and the technologies those solutions are built on (think AI, analytics, cybersecurity, etc.) are growing more and more complex,” said Channelholic’s Rich Freeman. “Anyone in the channel who wants to remain relevant to their customers, even if those customers are SMBs, is going to need to continually burnish their skills. Training resources from vendors and distributors are an excellent way to do that.”

Our panelists also predict that certifications will become more important to partners who must possess and prove qualifications to recommend, engineer, install or support advanced technologies.

“Especially with the advent of AI in every product, training must come with proper certification,” says Gravel.

Rad-Info’s Radizeski agrees and adds that it’s a good investment for partners to make. “For security, data science, artificial intelligence, and some other technical areas, certifications will always pay off,” he says. “Will partners embrace them? Some will. Some won’t.”

To improve the chances of partners consuming training, we recommend self-paced technical training through a learning management system (LMS). And, for sales and product training, we recommend doling it out in small doses to overcome short attention spans.

“Microlearning – short, snackable trainings – or access to on-demand advice are going to become the dominant way partners access training for both business and technology,” says channelWise’s Rose.

5. Distributors Will Continue to Play a Vital But Evolving Role in the Channel

Distributors on both the IT and telecom sides of the tech business have been the vital nexus between vendors and partners for years, making it easier for vendors to sell through thousands of partners and for partners to sell thousands of vendor solutions. Instant scale enabled thriving channels — a value proposition that continues today.

“I don’t expect the degree to which channel partners rely on distributors or [technology solutions distributors (TSDs)] to change dramatically in 2024, but I do expect both models to remain at least as relevant as they already are,” says Channelholic’s Freeman. “To remain relevant to their clients, regardless of size, MSPs and other channel partners must offer outcome-based solutions. Outcome-based solutions require a complex mix of software, hardware, and services that few IT providers can handle on their own. Distributors and [TSDs] can not only help partners aggregate those solution components but fill gaps in their services capabilities as well.”

Indeed, distributors are adding capabilities, including engineering and project management, as well as new solutions and distribution models to support evolving “as a service” channels.

“Distributors, long the hardware fulfillment middle piece in the technology go-to-market chain, have been evolving their own business models to embrace dynamic digital marketplaces and e-commerce platforms,” said CompTIA’s April. “The likes of Ingram Micro and newer, cloud-only companies such as Pax8 are using their ample resources, scale, and tech aggregator status to build marketplaces that serve channel firms. The channel has mostly gone along for the ride.”

According to April’s unpublished research, CompTIA has found more than half (56 percent) of partners today have used one of the distribution’s cloud-based marketplaces and/or e-commerce platforms in the last year. Nearly half (47 percent) of partners said they use distribution’s marketplace capabilities to aggregate multivendor cloud services to build customer solutions.

6. Tightening Budgets Will Force Partner Programs to Drive Efficiencies & Scale

You’d think a pay-for-performance channel would be immune to vendor budget woes, but partners require a lot of care and feeding, such as training and marketing support. This is especially true as technology becomes increasingly complex.

“Many tech companies downsized their staffs,” says channelWise’s Kathryn Rose. “But partners are looking for more help, not less, so finding scalable solutions to activate, retain and enable partners will be the key to success.”

While there’s no substitute for experienced channel managers, marketers and channel ops, there are efficiencies to be gained by amplifying their capabilities with self-service and automation through a partner portal or partner relationship management (PRM) platform.

“A PRM tool is your channel teams’ secret weapon in good times and especially in not-so-good times,” says BuzzTheory’s Henderson. “The PRM can guide your partners through training, enable their marketing campaigns, give them direct access to deal and payment statuses and more. Anytime partners can help themselves through the PRM; it frees up your experts to focus on critical issues like getting deals unstuck and driving revenue.”

Looking Forward

As we look ahead, we continue to see tremendous opportunity in the technology channel, its evolution to a partner ecosystem and its elevation to a core revenue operation. Both bode well for its continued role in delivering value to tech-enabled businesses throughout the customer lifecycle.

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Harnessing AI for Operational Excellence and Creativity

The promise of AI in channel marketing is not just in operational efficiency but also in unlocking creative potential. The panelists collectively view AI as a pivotal force, similar to the early analytics race, fundamentally changing how we approach data and decision-making. The transformative nature of AI lies in its ability to extract meaningful insights from unstructured data, a capability that Kristy Davis sees as crucial for enhancing marketing research and personalization efforts. Richard Flynn likens this shift to the leap from calculators to Excel, illustrating AI’s capacity to amplify productivity across various domains. Meanwhile, Susan Westwater draws attention to AI’s ability to personalize customer service, making interactions feel more supportive and less transactional.

Generative AI: A New Frontier in Content Creation

With the explosion of Chat GPT on the scene this year, gen AI is quickly evolving, moving beyond early challenges to create practical tools that are reshaping content creation. The panelists agree that this evolution is already impacting businesses, citing reduced headcounts and increased content production as immediate benefits. This shift isn’t just about efficiency; it’s about opening doors to highly customized content that speaks directly to individual patterns and preferences. In this rapidly changing landscape, the panelists emphasize the need for businesses to quickly adapt and engage with generative AI to stay competitive.

Learn more about how ZiftONE’s generative AI capabilities help suppliers create content that resonates with partners.

AI Integration: A Strategic Approach

Integrating AI into business models requires more than just technical implementation; it’s about embedding it into the business culture. The panelists recommend a strategic approach, starting with identifying clear AI use cases within your organization. This process involves appointing dedicated individuals to focus on AI, formulating teams to explore its potential, and implementing guardrails for safe and effective use. They suggest starting with manageable steps, gradually scaling up AI initiatives while keeping a close eye on the evolving AI landscape and vendor roadmaps.

Revolutionizing Channel Marketing with AI

In channel marketing, AI is not just an efficiency tool but a strategic ally. It’s revolutionizing how content is created and personalized, making it easier for vendors to tailor materials for different industries and partner segments. AI’s impact extends to improving channel marketing efficiency through tools like chatbots for content management and predictive systems for lead conversion. The panelists underscore AI’s ability to deliver personalized content at scale, allowing for deeper customer engagement and segmentation.

Want to know more about how AI is changing the channel marketing game? Read all about it here.

AI in Training and Development: Preparing for the Future

Looking ahead, the panelists highlight AI’s growing role in training and skills development. They envision AI-driven tools transforming sales enablement and partner training, offering real-time support and hands-on learning experiences. The future of AI in training is not just about imparting knowledge but also about creating interactive, immersive experiences that enhance learning and adaptability.

Navigating the AI Landscape: A Comprehensive Approach

In wrapping up the discussion, the panelists underscore the need for a comprehensive approach to AI in channel marketing. This involves not just leveraging AI for immediate benefits but also preparing for future advancements and challenges. Ensuring continuity and effective management of AI tools, even in the face of staff changes, is crucial for maintaining momentum in this rapidly evolving field.

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But how can you best leverage your MSP channel to achieve these goals? As technology companies, a key aspect of your success hinges on a mutual understanding: how you understand your MSPs and how they interpret the partner enablement they receive from you. After all, your partner’s perception becomes your company’s revenue reality. Remember, the average MSP partner is working with dozens of vendors and standing out is how you drive loyalty and engagement.

Understanding the MSP Model

The MSP business model represents a strategic method in the IT services industry, where MSPs take on the responsibility of managing their clients’ IT systems and services. This model has evolved as a response to the increasing complexity of IT environments and the need for specialized expertise in managing these systems. 

• MSPs sustain their businesses through a recurring revenue model, charging clients a regular, fixed fee that’s typically based on the number of users, service complexity, and required support level. 
• Forming strategic partnerships and alliances with technology vendors empowers MSPs to broaden their solution range and remain at the forefront of technological advancements. 
• MSPs also distinguish themselves by offering value-added services such as consulting, cybersecurity, and cloud management, effectively serving as a comprehensive IT hub for their clients.
• Scalability is a core aspect of MSP operations, requiring flexible infrastructure that can adapt to changing client demands. MSPs must effectively manage human and technical resources to scale their operations and onboard new clients while maintaining service quality.
• Compliance and security are non-negotiable, with MSPs adhering to regulations such as HIPAA, PCI DSS, and GDPR. Regular audits and compliance checks, robust cybersecurity measures, and continuous monitoring are all critical to protect against threats and maintain client data integrity and confidentiality.
• Finally, customer relationship management is fundamental to MSP success. Understanding and anticipating client needs, maintaining regular communication, and providing high-quality service are all pivotal. This approach, coupled with actively seeking client feedback for continuous improvement, ensures trust, transparency, and customer satisfaction, thereby enhancing the overall quality of service.

So how can vendors structure a program that aligns with the needs and business models of MSPs?

Start With the Basics

• You don’t really know what your MSPs want or need unless you get their feedback and use it as a foundation to build your program. Get involved in the MSP community. Be where they are and listen before talking. Sounds simple, but with so many vendors to choose from, MSPs are looking for companies that understand their challenges and are accessible to them. Want to know what pain points MSPs have with you and your competitors? Visit Reddit and search by vendor company name.
• If you don’t have one, create a dedicated MSP program that includes incentive programs, sales and marketing training, product trainings, and channel account managers. Not all partner programs are the same, and what works for your agents, referral partners, and resellers does not always work for your MSPs. Be differentiated in your approach.
• Help your MSPs build marketing plans. Many MSPs are small businesses, and they don’t have marketing chops or internal resources dedicated to marketing and may not be adept at building strong marketing plans. Invest the time and consider a guide or template that helps your MSPs develop marketing plans that benefit both their business and yours.
• Peter Drucker is known for saying “what gets measured, gets managed.” This applies to you and your MSP. Set KPIs to include metrics like net new accounts, time to close accounts, number of attendees at events, or leads collected. Define objectives and goals both internally and externally to measure your success. Review and adjust frequently and share the results with your MSPs.

Building Upon the Foundation

You understand the business model, you’ve created a strong foundation for a program, and now it’s time to get your MSPs up and selling. How to do that?

Empower your MSP Partners

The first step is to recognize that MSPs are more than just transactional resellers; they are your front line to the customer. They are the ones who are building relationships with the end user customer and understanding their needs.

Pete Busam, Founder of Equilibrium Consulting, shares: “What vendors should understand about leveraging their MSP channel is that success isn’t just about products; it’s about partnership. When vendors truly embrace this perspective, collaboration becomes the cornerstone of innovation.”

• Empowering MSPs involves equipping them with tools, resources, and support to drive growth and improve service delivery, including essential training platforms for product knowledge and sales techniques, and sales enablement software for efficiency.
• MSPs also need resources like market research for insights into industry trends, co-marketing assets for brand-aligned messaging, and product databases for real-time information, which collectively ensure a rapid and tailored response to customer needs.
• MSPs thrive with robust support structures like comprehensive technical support, channel managers providing personalized guidance, and community forums for peer interaction, all fostering swift issue resolution and strong vendor relationships.
• The empowerment strategy should grant MSPs unrestricted access to product training, equipping them with vital marketing and troubleshooting knowledge, and provides ready-to-use marketing materials and a sales support infrastructure to effectively close deals.
• Finally, a systematic approach involves implementing Partner Relationship Management (PRM) systems for better interaction management, lead generation mechanisms to attract and cultivate prospects, and deal management platforms to streamline the sales process. This multi-faceted approach ensures MSPs are not only well-supported but are also poised for success in a competitive marketplace.

Foster collaboration

You can have all of the above elements in place and still have an underperforming MSP channel. Why? Too many vendors don’t fully understand that a successful MSP partnership is built on collaboration. It’s about working together to develop solutions that meet the needs of customers and help you both achieve your business goals.

One way to foster collaboration is to create regular opportunities for communication and engagement. This could include holding quarterly partner summits, hosting monthly webinars, or simply setting aside time each month or quarter to chat with your MSP partners one-on-one in a structure business review.

Jim Tarentino, CRO of Coro Security, underscores the importance of smart investments in MSP partnerships: “Vendors in the Tech and Cyber space are realizing more and more that leveraging MSPs as an exponential way to increase their sales team is extremely advantageous. Smart vendors, like Coro, know that the best way to do this is by truly making MSPs an integral part of the go-to-market strategy.”

Tarentino says that lots of vendors sink considerable costs into MSP enablement strategies such as training, providing them with competitive products and discounts, and making sure they’re giving them the critical technical support and resources they need to sell and service solutions. And, when done right, those investments pay off in increased revenue and profits.

MSPs are invaluable allies in your journey toward market success. It’s not just about offering products; it’s about cultivating solid and collaborative partnerships. These partnerships are rooted in trust, support, and shared success.

Make Smart MDF Investments

Investing in your MSP channel is an investment in your company’s business growth. When your MSP partners succeed, you succeed.

Investing with a robust market development funds (MDF) program that is clearly defined and easy to participate in is not just an investment in the MSP partner relationship; it is an investment in your go-to-market strategy and the end customer satisfaction.

• For an MDF program to thrive, it must be underpinned by transparency, empowering MSPs with clear guidelines and straightforward processes for participation and reimbursement. Additionally, MSPs require prompt, well-defined support to leverage these funds effectively, ensuring quick approvals and rapid reimbursements that sustain marketing momentum and reinforce their strategic endeavors.
• To effectively frame an MDF program, a detailed guidebook is essential, paired with regular planning sessions with MSPs to align investments with evolving market needs and marketing strategies.
• Streamlining the MDF application process is key to minimizing MSPs’ workload, complemented by performance tracking tools that inform allocation decisions and feedback mechanisms that refine the program over time.
• Enhancing the impact of MDF programs includes offering marketing support and resources, along with regular training sessions on the latest market trends and sales strategies to empower MSPs for maximum efficacy.

Focus on the Customer

At the end of the day, the success of your MSP channel depends on your ability to deliver value to end customers. This means working closely with your MSP partners to understand the needs of their customers and develop solutions that meet those needs.

One way to do this is to conduct regular customer surveys. This will help you understand the challenges that they are facing and the types of solutions they are looking for.

You can also work with your MSP partners to develop customer case studies. This is a great way to showcase the success of your partnership and demonstrate the value of your solutions to other SMBs.

The Bottom Line

MSP relationships are far from casual affairs. They require substantial investments in both financial resources and human capital throughout their lifecycle. By understanding key challenges and adopting professional management tools, vendors can chart a successful course forward. Keep both the partner and the end-user customer at the center of your strategy. Your partnership with MSPs can, and should, be a trusted partnership that is mutually beneficial in terms of revenue and profit growth for you both.

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There is no blanket approach in channel sales, says West McDonald, Founder of GoWest.ai. Every vendor has a different go-to-market strategy, and they all sell and provision their products and services differently. To McDonald, there’s a great deal of similarity between channel and the animal world: They both need to be adaptable and flexible. 

“The natural world is full of examples of accomplishing the same end through different means,” he says. “All animals need oxygen to survive, right? But some get it through lungs, others through gills, and yet others through absorption through the skin. Which way is best? Depending on the situation, they are all the best.”

In essence, the VAR world thrives on adaptability and diversity, where customization and bundling of solutions are the keys to success.

Unleashing the Revenue Potential of Resale

In the diverse ecosystem of channel sales, the art of reselling has evolved but the foundational elements remain. Whether it’s tangible hardware or cloud-based software, reselling channels present unique opportunities for growth. Let’s explore the traditional practice of hardware resale, with its upfront investments and physical inventory, and see how it compares to the modern approach of SaaS resale, which offers flexibility and recurring revenue in a digital landscape.

Hardware Resale: Traditional Roots with Modern Relevance

Hardware resale remains a cornerstone of channel sales, stemming from a simple yet robust business model. In this traditional approach, resellers act as intermediaries who purchase physical products—ranging from servers and storage to networking equipment—from manufacturers or distributors. They then add value through additional services, expertise, or bundled software, and sell the complete package to end-users, typically at a markup. This markup represents their profit margin, compensating for the inventory risk, sales efforts, and added value.

Unlike SaaS models, hardware resale requires managing physical inventory, which can include challenges such as storage costs, product lifecycle management, and logistics. The capital investment and risks are higher due to the need for upfront purchases and the potential for unsold stock. However, the tangible nature of hardware often facilitates a straightforward value proposition and a one-time, larger revenue spike per sale.

SaaS Resale: New Model, New Opportunities

In a SaaS world, resale offers a distinct set of opportunities propelled by the continued growth of the cloud services market. Tech giants are reaping substantial revenue rewards from their reseller partnerships, underscoring the significance of this channel.

According to Gartner, global SaaS end-user spending is projected to skyrocket to $195.2 million in 2023, emphasizing the ever-increasing demand for SaaS products and services. For those considering entry into this channel, the prospects are promising.

Offering a SaaS reseller program gives your company the opportunity to diversify your income streams with attractive profit margins. In this program, resellers acquire products at wholesale rates and then market them with markups similar to a traditional reseller, but SaaS programs also provide comprehensive resources and training, simplifying the entry process into this expanding market.

SaaS reselling stands out for its flexibility and freedom. For instance, this adaptable model aligns well with evolving work environments and reduces overhead costs typically associated with traditional office spaces.

As if the benefits were not already clear, adding to the appeal is the recurring revenue model. Partners count on consistent income streams generated through monthly or annual subscriptions, establishing a reliable source of revenue. The numbers underscore the potential, with an overwhelming 96% of SaaS companies recognizing the significant contribution of reseller partners to revenue growth.

Empowering Your Reseller Channel for Success

To harness the full potential of your reseller channels, consider the following strategies:

• Select the Right Partners: Not every reseller is right for your business. Identify partners who complement your offerings and possess the market access and trust required to represent your brand effectively. Recruitment strategies should align with your brand’s values and evaluate potential partners based on their reputation, industry expertise, and commitment to the partnership.
• Grasp Partner Needs: Define clear compensation and referral structures to avoid misunderstandings. Enhance your value by creating tiered partnership models with greater rewards for top performers. Understand your reseller partners’ unique challenges and tailor your partner program to address them effectively.
• Empower Your Partners: Equip your resellers with the knowledge and resources they need to excel. Offer comprehensive training programs and targeted marketing materials, especially for higher-value products. Informed partners drive more sales, so be sure they are well-versed in your product’s features, benefits, and unique selling points. Offer MDF (marketing development funds). This can help your reseller partners offset the costs of marketing your products and services. Provide sales and technical support. Your reseller partners may need assistance with closing deals or providing technical support to their customers. Be sure to provide them with the resources they need to be successful. 
• Incentivize your reseller partners: You can incentivize your reseller partners to sell more of your products and services by offering them discounts, bonuses, or other rewards. Include milestone incentives (training courses completed, certifications earned, years in your program) as well as revenue goals.
• Maintain Open Communication: Establish clear expectations and adapt to your reseller partners’ preferred methods. Regular communication sustains mindshare and gathers invaluable feedback, strengthening your partnership. Implement a partner satisfaction plan that includes regular check-ins, quarterly business reviews, and peer-to-peer discussions.
• Avoiding Conflicts of Interest: Prevent conflicts of interest by ensuring that your reseller channel partners don’t offer competing products or services. Collaborate with partners to identify cross-selling opportunities and co-marketing initiatives that mutually benefit both parties.
• Track Your Results: We cannot stress this enough: Measurements matter. Implement regular reporting and adjust as needed. With strong financial results you can increase engagement with the resellers who are driving business and understand how to activate those who are not.

The Two-Tier Distribution Model: Integrating with Reseller Channels

The two-tier distribution model is a staple in the reseller channel, acting as a strategic framework that manufacturers and vendors utilize to extend their reach and streamline the distribution of their products. This model involves two distinct layers: the manufacturer and the distributor at the first tier, and the reseller at the second tier. The integration of this model into the reseller channel is a dance of balance between efficiency, reach, and control.

Manufacturer to Distributor: The First Tier

At the heart of the first tier is the manufacturer or vendor who creates the product. Instead of selling directly to resellers or end-users, the manufacturer partners with distributors. These distributors are selected for their logistical capabilities, market reach, and value-added services. They purchase products in bulk, benefiting from economies of scale, and take on the inventory risk that manufacturers are keen to avoid. Distributors are the linchpin in this model, as they provide a buffer that absorbs market fluctuations and demand variability, which can be a burden for manufacturers.

The advantages for manufacturers are manifold. By leveraging distributors, they can focus on product development and brand building, leaving the complexities of logistics, storage, and broad-based market coverage to their partners. Distributors also often provide after-sales support and technical services, which can enhance product appeal in the eyes of the resellers and, ultimately, the end-users.

Distributor to Reseller: The Second Tier

The second tier is where the reseller comes into play. Resellers obtain products from distributors. The resellers are closer to the end-user market and have the insights and relationships needed to effectively sell and customize solutions for their customers. They serve as the face of the product and brand, providing personalized service, implementation support, and potentially, their own complementary products or services.

Resellers depend on distributors for timely delivery of products, marketing support, and sometimes credit facilities. Distributors, in turn, depend on resellers to push products into diverse markets, translating the products’ features into benefits that meet specific customer needs. This synergy is essential, as distributors generally do not have the bandwidth to understand the nuances of every end-user requirement, while resellers lack the capability to efficiently handle logistics at scale.

Navigating the Two-Tier Model

Navigating the two-tier model requires manufacturers to carefully select distributors that align with their strategic goals and can provide the necessary support to resellers. Similarly, resellers must choose distributors that offer competitive prices, reliable delivery, and additional support services that can help them succeed in the market.

A key challenge in this model is maintaining communication and alignment across tiers. Manufacturers must effectively convey their brand message and product information through distributors to resellers. Conversely, resellers need to provide feedback up the chain to inform product development and market strategy.

The Model’s Place in Today’s Market

In the digital age, the two-tier distribution model continues to hold significant value. For hardware sales, it remains a vital part of the supply chain, managing the complexities of physical product distribution. In the SaaS world, while the “physical” distribution is non-existent, the model adapts to include distributors as cloud aggregators or brokers, providing a similar bundle of services and support for software products.

This model endures because it offers scalability and efficiency. It allows manufacturers to expand their reach without diluting their focus, and it enables resellers to access a vast array of products and services to meet their customers’ diverse needs.

The Bottom Line

Leveraging a reseller channel is an opportunity for remarkable business growth, unlocking doors to new markets and recurring revenue streams. By investing in your reseller channel partnerships and defining your ideal reseller partners, you can harness the full potential of your brand’s reach and growth opportunities.

Remember, nurturing and optimizing these partnerships is an ongoing journey, not a race. However, the rewards are more than worth the effort, as your reseller channel can evolve into a potent engine for business growth.

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While partners may have grown accustomed to supplier and distributor M&A, they risk being casualties of the disruption that typically goes along with it. With these vital partnerships at stake, how should channel operations leaders manage the impact of M&A on partner programs?

To answer this question, we spoke with six industry experts – suppliers, partners and consultants. Our panelists include:

• Michelle Accardi, CEO for configuration change detection and response (CCDR) platform company Liongard
• Curt Allen, Strategic Advisor for technology advisory and lifecycle management company Bluewave Technology Group and Founding Partner for technology solution provider and distributor growth consultancy X4 Advisors
• Theresa Caragol, Founder and CEO for channel consultancy AchieveUnite
• Khali Henderson, Senior Partner at technology and channel marketing firm BuzzTheory
• Michelle Hyde, Founder and President of tech and security advisory firm Hyde Group
• Randy Jeter, Co-Founder and Managing Partner for the data-driven IT procurement and management company Procure IT

How Does a Merger or Acquisition Affect Partner Programs?

To answer the question about how M&A impacts partner programs, it helps to understand some of the drivers behind these transactions. There are many reasons that companies come together, but here are the primary ones:

• Scale — With scale comes economic benefits, such as lower costs as a result of higher volume, greater bargaining power with suppliers and even increased access to capital.
• Scope — Acquiring complementary capabilities or access to new markets can help companies improve wallet share and diversify risk.
• Synergies — This word is often code for layoffs but encompasses the larger objective of creating greater value together than is possible separately. It manifests as cost savings, revenue increases and a better balance sheet.
• Skill — Access to talent can be a major driver for M&A, particularly in tech, where there’s a known skills gap.
• Speed to Market — With technology evolving faster than ever, companies are likely to acquire other companies to gain capabilities more quickly than building them in-house.

With this context in mind, we surveyed our panel to get their views on the benefits and challenges of M&A on partner programs.

What Are the Benefits of a Merger or Acquisition for Partner Programs?

According to our panelists, the primary benefits of merger or acquisition for partner programs include:

• Boosting Mindshare & Deal Share with Distributors – “Consolidation can make two middling plays into one with significant scale with the already consolidated [distributors] and TSDs,” says X4 Advisors’ Allen.
• Scaling Program Resources – Hyde Group’s Michelle Hyde says, “The upside [of M&A] could be a more mature partner program, more resources added to the ranks to support the effort, and [better] portals or training resources.”
• Offering a Comprehensive Service & Product Portfolio – “When two companies come together, it presents a significant opportunity for partners to excel and grow,” says AchieveUnite’s Caragol. “They can become the preferred partner, capable of offering a comprehensive portfolio [to end customers].”
• Improving Channel Operations – “At the supplier level, there is an opportunity to reconcile the best of each side, including leveraging successful practices and preserving effective strategies from both entities,” adds Caragol.
• Expanding the Partner Base – Programs will benefit from adding new partner types or increasing the volume of partners to their portfolio. Liongard’s Accardi says M&A causes an “inflection of new ideas and exposure to new sets of partners to leverage them.”

What Are the Challenges of a Merger or Acquisition for Partner Programs?

While there are many benefits of M&A for partner programs, change is never easy, and there are also many challenges. Here are some of the big ones:

• Confusing Program Integration – The No. 1 challenge that partner programs must avoid is confusing integration plans for the organization and the partner programs. “Partners may be excited about the promise of a merger or acquisition, but they’ve been burned before by poorly executed transactions that have left them — and their customers — high and dry,” says BuzzTheory’s Henderson. “The last thing you want is for partners to disengage based on a false start. A well-laid integration plan with realistic phase-based timelines is paramount for setting expectations.”
• Conflicting Channel Attitudes – Hyde Group’s Michelle Hyde says one of the more challenging outcomes of M&A for partners is when the acquiring company doesn’t have a channel program or even questions the need for a channel program. Be prepared to advocate up to the C-Suite by showing the value of the partner program to the overall combined company.
• Diluting Differentiation – “If we’re not careful, we end up unraveling differentiation through merger,” says X4 Advisors’ Allen. For example, a provider known for personalized customer service may be acquired by a larger entity with a more efficient but less personalized approach. Post-merger, a core differentiation for the acquired company is gone, which risks partners’ existing base and future sales.
• Disrupting Service Delivery – Allen also says that merging companies “tend to underestimate the complexity of merging disparate [go-to-market] strategies and service delivery models.” Integrating those processes can cause significant disruption for partners and their clients.
• Keeping Provider Talent – M&A is notorious for disrupting employee experience (EX) as merging companies “trim the fat” by cutting staff, which in turn can have a deleterious effect on partner support. As a result, channel employees may feel insecure, overworked or concerned about souring partner relationships, which may cause them to jump ship.
• Cutting Program Funding – “Oftentimes, synergies in deals require looking at the funding of partner programs with a closer scrutiny for ROI, and if a hard return in partner-led growth isn’t being realized through the program, expect funding to be cut post-acquisition,” says Liongard’s Accardi. She adds that this isn’t necessarily a bad thing as it forces focus on spending money more effectively.

7 Best Practices for Managing a Partner Program After a Merger or Acquisition

How should your company effectively manage a partner program after a merger or acquisition event? We could literally write a book on the subject, but here are seven solid best practices to follow:

1. Integrate Organizations Carefully & Retain Successful Program Staff & Initiatives

First and foremost, programs should slow down after an M&A event and not immediately resort to combining program personnel and initiatives. “First, do no harm,” says X4 Advisors’ Allen. “Retain all people and programs that are successful. Be measured in realizing synergies.”

Procure IT’s Jeter echoes these sentiments, noting that it’s imperative to have operational leadership and consistency. “The best providers limit turnover and have the people, processes and systems well documented and managed, too,” Jeter says.

For better or worse, the channel is relationship-driven, so cutting channel staff to realize synergies right away can have a negative impact on partner sales and retention. “Often partners will follow their favorite channel managers when they leave one organization for another, sending them new business and even moving existing accounts, when possible,” says BuzzTheory’s Henderson. “Alienating your partners by cutting those valued resources is not a smart way to kick off new partnerships with performing sales partners.”

AchieveUnite’s Caragol also advises a measured approach to integration. “You can’t go too fast because you’re likely to break things and you can’t go too slow because then you’re likely to lose partners,” Caragol says. “It’s a delicate balance that requires a careful and thoughtful integration process.”

2. Preserve Consistent Levels of Partner Support After M&A

Similarly, partner program leaders need to maintain partner support levels. That, more than anything, can provide a sense of stability for partners in what is otherwise a destabilizing situation. Partners are understandably concerned about past and future customers and revenue streams as a result of a merger or acquisition.

“From the outside looking in, [suppliers must ensure] that the program is well supported and that it will continue,” says Hyde Group’s Michelle Hyde. More importantly, she adds that partners must be assured that the merged organization protects all partner sales and revenue and demonstrates that partners are still valued.

Hyde adds that support for partners’ clients must also be maintained. “Assure that internal teams can support client implementations, billing, support, etc.,” Hyde says. “Having consistency and a good client experience through the evolution of the company is key.”

Maintaining consistent partner support levels involves keeping or recruiting channel experts to your newly merged program, according to AchieveUnite’s Caragol. “You have to have the right people inside the company and the right processes to make the acquisition successful,” says Caragol. “There are consulting companies that charge $20 million to [manage] these acquisitions, but if they don’t understand the intricacies of channels and partnering, they won’t be successful.”

Liongard’s Accardi also says consistency is key. “The more consistent you can be post-merger, the better for partners who can be averse to change,” she says. “If you do make changes, make sure to communicate the why and what’s good about the change for the user.”

Partner program changes and challenges are inevitable with M&A, but it’s how you approach it that makes all the difference, says Procure IT’s Jeter.  “So, when M&A happens, those [suppliers] that address the challenges head-on and own the outcomes while getting better every day will come out ahead,” Jeter explains. “It’s the commitment to the partners that creates a win-win.”

3. Overcommunicate with Partners & Teams on Program Integration & Developments

This brings us to the next key point – communicate consistently. After the M&A event, partner program leaders should overcommunicate, especially with partners but also with their internal teams.

“[A] well-communicated plan with partners helps as they are wondering [what’s going to happen],” says Procure IT’s Jeter. “Be direct, be honest and come up with a plan that is highly probable.”

X4 Advisors’ Allen agrees that communication with partners is key. He adds that merging partner programs must share a cohesive go-to-market message for partners to operate under, not simply provide updates on the status of the organizational integration.

Leverage every opportunity and channel to communicate with your partners, including:

• Email blasts and announcements
• Newsletter mentions
• Notifications, banner ads and posts in the program partner portal or partner relationship management (PRM) platform
• Press releases and blog posts
• Social media posts
• Webinars dedicated to partners
• Meetings with key partners about the M&A event and how it impacts them directly

In addition to regular communications from program leaders, Procure IT’s Jeter recommends the CEO meet with partners after the M&A event. “Often, the partners never see a CEO from a provider, and it’s a big mistake,” says Jeter. “‘Be present and respect the partnership,’ is what I say to CEOs that ask [about] how to succeed selling through the channel.”

C-level executives should be part of established processes for partner onboarding introductions and regular quarterly and annual partner webinars and in-person events. A new company acquisition or merger shouldn’t be the first or only time partners hear from your C-Suite executives. Without an ongoing dialogue, they’ll see through the obvious attempt by company leadership to control partner perception of the M&A event.

Hyde Group’s Hyde reminds us that communication is not a one-way street. She advocates for not only “open and frequent communication from the supplier to the channel sales community,” but also for seeking channel input regularly and forming a partner steering committee to help ensure the new partner program is successful.

Liongard’s Accardi also recommends expanding communication beyond partners to the internal organization, so everyone is on the same page. “You also need to make sure you are communicating to your larger [organization, including] employees, leadership and partners [about] the ROI on participating in the partner program,” says Accardi. “Don’t assume the larger organization or partners understand your program. Keep educating and communicating.”

4. Assess the Combined Partner Programs Holistically to Shore Up Weaknesses Fast

A critical step when managing supplier partner programs after M&A is to evaluate the combined program’s strengths and weaknesses immediately. AchieveUnite’s Caragol believes this process should be conducted from various perspectives, including strategic, tactical, operational and from the partner viewpoint.

She adds that there’s a time limit on getting that work done. “On average, companies only have three to six months before they are likely to lose [partners following a merger]. Preserving, building and expanding trust among partners is critical,” says Caragol.

BuzzTheory’s Henderson agrees. “The M&A road is littered with integration horror stories that impacted partners’ customers and revenue,” says Henderson. It’s important that partner program leaders head off partners’ fear, uncertainty and doubt by presenting a clear go-forward plan along with timelines. Note: that doesn’t mean everything has to be ready to go on day one – that’s not at all realistic.”

Instead, Henderson says partners will want assurances right away that their customers will be treated well, that their revenue is protected, and that they’ll be able to offer and receive compensation for suppliers’ expanded service portfolios in the near future. “They want to see that you have a plan and that your plan includes them as an integral partner,” says Henders

5. Engage a Known Channel Leader with Clout Among Partners

One way merging partner programs can help establish trust among partners is to engage a respected channel executive to lead the program. Procure IT’s Jeter says post-M&A partner programs should retain or recruit a proven channel leader.

“The IT partner channel is built by entrepreneurs, and they see … the risk [to the partner] goes up with weak leadership and turnover,” says Jeter, noting a strong leader with a track record can inspire confidence in a successful partnership going forward.

Partners will be more understanding of any operational problems that occur during the integration if they believe in the reputation of the channel chief and trust that remediation will happen as fast as possible. The long-standing and trusted relationships between the channel chief and key partners can go a long way in buying time for the program to sort through newly integrated channel processes.

6. Align Partner Program Goals with Overall M&A Goals

Ultimately, the partner program goals must align with the overall company goals following M&A. Liongard’s Accardi advises companies to develop a clear understanding of the partner program success metrics and ensure they align with the merger and acquisition goals.

“Pre- and post-M&A, it is critical you understand and have KPIs around the success of the program,” Accardi says. “If a program isn’t serving the growth goals of the new entity, now is an opportunity to explore with your new partner base what they value that can help to drive growth and relaunch. Don’t be afraid to make changes if they’re needed.”

Procure IT’s Jeter says that executive buy-in is critical for the survival of the post-M&A channel program. “The key here is the buy-in of the program at the provider or supplier level,” Jeter says, noting that if the combined company’s focus is on the customer, the partner model will win long-term because today’s buyers need more objective guidance throughout the IT procurement process.

7. Tailor the Partner Program to Include New Acquired Partner Types

Disparate partner models and types from both companies’ programs must integrate after the M&A event to preserve revenue-producing engagements with existing partners.

“You can’t manage ‘two guys and a truck’ the same way you manage CDW or SHI,” says X4 Advisors’ Allen. “You must recognize the emergence of new models like the ‘super-agent,’ [which includes] Bluewave, Simplify, ARG and VCom, and manage them both centrally and aligned with sellers in their markets. Recognize the evolution of the hybrid TSD, [such as] Bridgepointe and UPSTACK, and avoid managing them into the traditional TSD model by ignoring their connectivity to customer decision-makers.”

The emergence of partner ecosystems that include non-transacting influencer and retention partners may also be a consideration for some deals. “Increasingly, companies are leveraging partners at the point of value, not only the point of sale,” says BuzzTheory’s Henderson. “Influencer and retention channels can be critical partners in ensuring customer pipeline and retention through M&A and should be brought into discussions early to help smooth the way.”

Nearly every successful partner program will be touched by M&A. Managing the impact is vital to maintaining – and growing – partner revenue to attain the ROI that investors project. To ensure success, consider these best practices when navigating channel management after a successful M&A event.

The post 7 Best Practices for Managing a Partner Program After a Merger or Acquisition appeared first on Zift Solutions.

At the Channel Futures Leadership Summit, technology channel powerhouses Amy Bailey of Unusually Unusual Consulting and channelWise’s Kathryn Rose took the stage to teach the audience how to get over their fear of negotiation. Too many of us never negotiate salary offers or sales and services prices, so we’re just leaving money on the table. Over time, missed negotiations can translate to lost opportunities and significant financial losses.

So, what’s the root of our hesitation?

Why We Don’t Negotiate

Lack of Preparedness

Research, research, research. Going into a negotiation without adequate information about the person you’re dealing with and the point of view they’re coming from  is like entering a maze blindfolded. Knowledge is power, and understanding both your stance and the other party’s can pave the way for fruitful discussions.

Fear of Confrontation

The idea of facing opposition is daunting for many of us. Yet, more often than not, the other party is also looking for a way to find mutual benefit. They aren’t out to get you; it isn’t personal. Approaching the table with a win-win mentality can shift the dynamics in a positive direction.

Negative Mindset

Self-doubt can be a formidable obstacle. However, it’s crucial to remember that possibilities open up only when you take the first step. You can do this! Being assertive (but not aggressive) can often yield surprising results.

Risk Avoidance

The fear of rejection is real. But, taking risks can lead to growth. By confronting our fears and embracing vulnerability, we allow ourselves to experience new horizons.

Lack of Effort

Accepting things as they are might seem like the easy way out. But growth often requires challenging the status quo. Effort and research can turn the tide in your favor during a negotiation.

Inattentional Blindness

Individuals often get so engrossed in their own thoughts that they miss what’s right in front of them. Your partners have sales quotas to hit, their customers have businesses to run, and everyone has money to make. We’re busy, distracted, and immersed in our own priorities. Remembering this can offer a fresh perspective on the reactions and responses of others.

A 4-Step Plan to Defeat Negotiation Intimidation

Take a deep breath. Anyone can learn to negotiate, no matter how intimidated they are by the prospect. Take some tips from Bailey and Rose, and try these strategies.

Step 1: Preparation

Navigating the maze of negotiations, it’s easy to become so wrapped up in our agenda that we overlook the broader context. Dedicating time to do your homework isn’t just about upping your confidence; it’s about understanding the narrative on both sides of the table. When you’re gathering facts and figures, remember it’s not just about arming yourself with data, but about appreciating that those numbers tell stories, reflect challenges, and signify aspirations. 

Recognizing mutual goals isn’t merely a strategy, it’s acknowledging that, like you, the other party has ambitions to achieve and stakes to uphold. And while the devil is often in the details, we shouldn’t lose ourselves in them. It’s essential to zoom out occasionally, understand the shared journey, and be open to alternative routes. After all, amid the chaos of competing priorities, finding common ground can lead to some of the most rewarding solutions.

Step 2: Build Relationships

In the dance of business dialogues, it’s often the nuances that make all the difference. Building rapport isn’t just about being amiable; it’s about diving deeper into the tapestry of another’s background and interests. In doing so, you’re not merely showing that you’ve done your homework, but you’re weaving a bridge of shared understanding — a foundation that can simplify even the most complex negotiations. 

Practice the art of active listening, a skill often overshadowed by the rush of getting our point across. True engagement goes beyond just processing words; it’s about resonating with the emotions and intentions behind them. When we truly hear and empathize with another’s perspective, we illuminate paths of agreement that might have otherwise remained hidden. And while every negotiation has its own rhythm, the ability to read the room can set the tempo. Proactively presenting solutions and anticipating hurdles isn’t just good strategy; it’s a testament to foresight and adaptability. Remember, every interaction holds a symphony of underlying narratives, and harmonizing with them can often be the key to success.

Step 3: Handle Objections

Amid the whirlwind of business negotiations, it’s often the subtle shifts in our approach that make a monumental difference. Staying calm isn’t merely about maintaining an unflappable exterior; it’s an inner anchor that keeps us grounded. Emotions, while human and natural, have a sneaky way of clouding our judgment. By preserving our composure, even when the tides seem turbulent, we ensure our decisions remain rooted in logic and thoughtful consideration.

Then there’s the age-old art of inquiry. Remember the foundational questions of “who, what, where, when, why, and how” we were taught in school? They’re not just relics of our past; they’re powerful tools in the present. Asking these calibrated, open-ended questions isn’t about merely filling the silence. They invite meaningful dialogue, sparking conversations that delve beneath the surface and illuminate clearer paths forward.

Yet, even with the best intentions and strategies, not every conversation will lead to a harmonious chorus. This is where the strength to embrace rejection becomes invaluable. It’s essential to understand that not every ‘no’ signifies a closed door. Sometimes, it’s merely a detour, nudging us towards a different direction, potentially leading to a more fitting opportunity. After all, each rejection, each ‘no’, is merely a lesson, a stepping stone paving the way to future successes and harmonious ‘yeses’.

Step 4: Close and Follow-Up

It’s the attention to finer details that often crafts the most seamless journeys. Affirming the next steps isn’t just about plotting the course forward; it’s a compass ensuring clarity amidst potential storms of misunderstandings. By ensuring alignment between both parties about what comes next, we weave a safety net against unforeseen discrepancies and confusions.

Then comes the age-old wisdom of documenting everything. In an era of information overload, a tangible, written record goes a long way. Capturing the essence of agreed-upon points promptly, preferably the same day when the details are fresh in everyone’s minds, acts as a testament to transparency, ensuring everyone involved remains in harmony with the established narrative.

Yet, mastery in negotiations, much like any other craft, isn’t a destination but a journey. Practice is the ever-faithful companion on this voyage. With each dialogue, with each exchange, there’s an opportunity to refine, to learn, to evolve. Practice may not always make something perfect, but most of the time, it makes it permanent.

The Bottom Line

Negotiations, when approached with the right mindset and tools, can be empowering. By understanding the inherent challenges and arming ourselves with strategies to address them, we can transform these interactions into opportunities for growth and collaboration.

The post Unraveling Our Discomfort with Negotiations appeared first on Zift Solutions.

The possibilities are endless. Got a Lunch and Learn scheduled in New Hampshire for certified partner technicians? With user fields, you can make it visible only to those located in New Hampshire, and with user segmentation rules, you can limit it to those who have completed the certification online or in-person. This is especially helpful if you have larger national or global partners who have staff in multiple locations. You can track their staff’s information so that they see what’s relevant to their region and role.

ZiftONE makes it easy to customize as little or as much as you want to. Filters can be applied to content and collateral, courses, certifications, onboarding plans, marketing plans, and more. You can easily gate pages within your portal view to certain user types and partners, create entirely different menu structures for specific Partner Groups, and even have different information displayed within a portal page based on Partner Group membership.

Not getting the customization you need out of your current partner portal solution? See ZiftONE in action and start a conversation with us.

The post Give Everyone on Your Partner Portal a Truly Customized Experience appeared first on Zift Solutions.

With-partner marketing is all about mutual amplification, where the strengths of one uplift the other. For instance, a supplier might co-host a webinar with a partner who has a niche market reach, blending their product expertise with the partner’s audience knowledge. Or consider a global brand launching a product in a new territory, and instead of going solo, they intertwine their campaign with a local partner, ensuring cultural nuances are respected.

In this digital-dominated world, the content we flash before consumers is often the final bit of weight tilting their buying scales. Effective co-branding, for instance, is a stalwart of with-partner marketing. Just consider this: According to Partner Path’s Partner Program Benchmark Data, a whopping 68% of buyers, when dazzled by a co-branded blitz, decide to make a purchase without any nudge from a sales rep. It’s a testament to the raw power of co-branded content in directing consumer currents – making the sales pitch without even having to pitch.

But that’s easier said than done. Let’s take a look at why it’s hard, how to make it easier, and what you should be looking to achieve with your partner marketing in 2024 and beyond.

Unveiling the With-Partner Marketing Conundrum

With-partner marketing is something that has left suppliers scratching their heads over the years, and it’s only getting more complicated as the channel ecosystem evolves. Recent findings have shown that only a fraction, fewer than 20% of those surveyed in the 2022 Channel Partner Marketing Benchmark Survey, deemed their program’s capacity to sell and market with channel partners as ‘very effective.’ It’s an echo of a broader sentiment, suggesting we’ve yet to tap into the full might of partner collaboration. Only approximately two-thirds gave even a modest nod to their efforts, terming their channel sales and marketing backup as ‘somewhat effective.’ But there’s a silver lining. Nearly 70% of these respondents are preparing to bolster their channel marketing initiatives with increased financial investments. It’s a nod to the untapped gold mine that is partner marketing, with suppliers signaling their intent to dig deeper, harnessing the might of enhanced support and resources.

So, what’s making it so hard?

The Rise of Non-Traditional Partnerships

You can’t tackle the evolving with-partner marketing playbook without acknowledging the growth in non-traditional partner types. Forrester’s data serves as a testament to this transformation. Consider this: Strategic alliances are set to surge by 50%, technology developers by 45%, and both managed service providers and cloud partners aren’t far behind, with a boost of 42%. Marketers must pivot, crafting versatile strategies tailored to each partner type and audience. Why? Because in this ever-shifting market, adaptability isn’t just a luxury; it’s a necessity.

The Three Stages of Partner Ecosystem Maturity

According to the Forrester report, The Future Of Partner Ecosystem Marketing Fuels The Multiplier Effect, a refined understanding of the partner ecosystem’s maturity is essential for suppliers to align their objectives with those of their partners and customers effectively. More than ever, this understanding becomes the cornerstone for adapting to the ever-changing demands of buyers and the current market scenario. Think of this progression as an evolution:

• Supplier-Centric Stage: Here’s where suppliers start, primarily focused on their personal aims. Often, this comes at the cost of overshadowing the unique offerings of their partners. The spotlight remains firmly on their own intentions, leaving the potential of partners in the shadows.
• Partner Ecosystem-Friendly Stage: As they mature, suppliers get the cue. They understand the need to broaden their support to embrace the diverse business structures of their partners. Suddenly, indirect customer preferences and the partners’ specific needs are in vogue. This shift urges suppliers to infuse these insights into their main marketing agendas.
• Partner and Customer-Obsessed Stage: Reaching this pinnacle means breaking barriers. The lines between partner and customer experiences blur. Suppliers and partners rally together, focusing on a singular mission: delivering holistic customer solutions. This unity solidifies trust and fuels a mutual pledge for shared triumphs.

It’s more than just a strategic pivot. It’s about a hands-on approach, keenly acknowledging and acting upon the distinct value every partner introduces. Why? Because understanding each partner’s essence is the roadmap to success in this evolving landscape.

Leaning into Collaboration

With-partner marketing recognizes that solo ventures are often dwarfed by collective genius. Considering the challenges, how do you solidify your with-partner marketing game?

Personalized Engagement

Think about it. Isn’t it more captivating when you’re treated as an individual rather than just another partner? Each partner comes with unique aspirations, capacities, and audiences. Tailoring your strategies to resonate with their unique attributes not only bolsters engagement but also yields enhanced results. It’s the subtle difference between using a broad brush and a fine-tuned pencil – the latter always catches the intricacies.

Embrace the Power of Mutual Learning

Just as anecdotes bring warmth to stories, the shared experiences of partners can illuminate potential roadblocks and success strategies. Regular feedback loops and joint brainstorming sessions pave the way for a dynamic strategy that evolves in real-time.

Versatility is the New Black

Recall the contrasts and juxtapositions we discussed? The channel ecosystem is brimming with them. As non-traditional partnerships rise, suppliers with a one-size-fits-all strategy risk being archaic. The future calls for fluid strategies that adapt, morph, and resonate with diverse partner types.

Invest in Co-Branding Mastery

Remember the magic of co-branded content in swaying consumer currents? It’s time to double down. Whether it’s through webinars, eBooks, or digital campaigns, the combined allure of two brands can be exponentially powerful. 

Leverage Digital Platforms for Scalability

With the world moving digital, isn’t it logical to harness digital platforms for scalability? Digital platforms can amplify reach, facilitate real-time collaborations, and provide actionable insights, acting as the backbone of robust with-partner marketing strategies.

Cultivate a Culture of Trust

Just as direct address in writing fosters a bond with readers, transparency and open communication with partners solidify trust. When partners believe that suppliers are genuinely invested in mutual growth, they’re more likely to engage, innovate, and invest in joint initiatives.

The Future is Collaborative

Leading suppliers will distinguish themselves not merely by resource allocation, but by their steadfast commitment to partners’ success. By aligning strategies to partners’ strengths, suppliers can harness a potent synergy. The cornerstone of future success? Adaptability, innovation, and collaboration, fortified by data-driven decisions and judicious investments. Embrace this, and both you and your partners will thrive.

The post Evolving With the Ecosystem: Is With-Partner Marketing Up for the Challenge? appeared first on Zift Solutions.

Fast-forward to 2022, Gartner’s research shows even more B2B buyers (75%) prefer a rep-free sales experience, yet they’re more likely to regret self-service purchases. Gartner goes on to say that B2B buyers who receive validation that a purchase feels right are 30% more likely to complete a complex purchase that meets their expectations. The research firm says this so-called “value affirmation” is 2.3x more likely when buyers engage with a human during the purchase process.

As a result, Gartner says B2B sellers must seek a balance between digital and human-led sales. But not just any human will do. B2B buyers report that they value third-party interactions 1.4x more than supplier interactions.

“Buyers want to feel confident throughout their purchase journey, and third-party sources can help get them there,” said Rick Lafond, Director Analyst in the Gartner Marketing Process, when the research firm released the data.

Increasingly, that means brands must enlist influencer partners, who can guide decision-makers and validate their purchase decisions, to be part of their partner ecosystems.

What is the influencer channel?

In 2020, Jay McBain, Chief Analyst – Channels, Partnerships & Ecosystems at Canalys, introduced the concept of the “trifurcated channel,” which flanked the traditional sales or “transactional channel” with a pre-sale “influencer channel” and a post-sale “retention channel.”

“With buyers spending 68 [percent] of their journey digitally before speaking with a salesperson (direct or partner) and an astounding 71 [percent] of them reaching vendor selection after a digital-only journey, brands are wising up to the importance of getting in front of customers early and often,” McBain wrote in 2020. “Creating an ‘influencer channel’ made up of affinity partners, referral agents, affiliates, advocates, ambassadors and alliances is critical to success.”

McBain says the key for channel leaders is to understand that most influencer partners are not transactional and have no interest in selling the solutions they recommend. Instead, leaders must begin to recognize and compensate partners at the “point of value” rather than the “point of sale.”

Who are influencer channel partners?

The influencer channel is not a homogenous group. It includes various partner types, each with a unique role in the pre-sale value chain. Some examples from the technology channel include:

Affiliate partners

Affiliate partners market solutions online and receive a commission for web traffic or closed sales. Look for bloggers, product review websites, social media influencers, etc., as potential affiliate partners.

Affinity partners

Affinity partnerships between two or more non-competing businesses with similar customer demographics enable each partner to extend its reach and enhance its credibility in association with the others. For example, a software provider may partner with an industry association to offer members access to specialized tools at preferential pricing. Find affinity partners in adjacent specializations targeting your ideal customer profile.

Referral partners

Referral partners or agents are companies that proactively recommend solutions to their clients in exchange for a commission, typically a percentage of the sale. When recruiting referral partners, look for organizations that provide complementary products or services. Professional services providers are often good candidates. An accountant, for example, may recommend a SaaS accounting software suite.

Advocacy partners

Advocates are typically satisfied customers mobilized to talk about a brand, product or service, typically on social media or review sites. Often, they’re incented with discounts, gift cards or rewards points redeemable for various perks. Ask your account managers to help identify potential customers who can serve as advocates. Don’t overlook employees and transactional partners as potential promoters.

Ambassadors

Ambassadors are similar to advocates (and may start as advocates), but they’re typically paid to represent or endorse a brand. Identify experts that have developed their own following to enlist as ambassadors.

Communities

Similar to advocates, communities are user groups that meet in online forums to share best practices for using tech products or solutions. Set up a user group and reward participation and helping others in the community with badges or other perks.

Analysts

Industry analysts conduct research, provide insights and offer recommendations that can impact B2B purchasing decisions. Develop an analyst relations program to keep analysts up to date on solutions. Consider engaging analysts for paid services, such as advice on strategy, participation in customer ranking surveys or sponsorships at events where B2B buyers are present.

Consultants and Advisors

Consultants and advisors are professionals or firms that provide expert advice. They often come in early in the buying process and may specify criteria and recommend solutions. To maintain their objectivity, consultants are usually paid by customers, but vendors often offer them perks, such as early access to new products, that help them keep abreast of technological changes that can impact their clients. Find these experts by asking your customers who they trust and identifying third-party experts who speak at events or are quoted in industry media.

Alliance Partners

Typically, alliance partners offer complementary products or services that augment the value of the primary vendor’s solution. The two organizations often engage in joint marketing or exchange listings in each other’s online marketplaces, which implies endorsement. On the back end, they receive compensation on closed deals. Discover these strategic partners by asking your customers or your competitive intelligence team about solutions that fill gaps in your offering.

Interested in becoming a ZiftZONE Strategic Alliance Partners? Learn more about the program here, and contact us today!

How do influencer channels add value?

By leveraging a combination of influencer channels, businesses can cover multiple customer touchpoints, achieving results such as:

Driving Awareness and Sales

Influencer channels can drive awareness of new products, services and technologies, potentially leading to increased sales.

Providing Expert Insights

Influencer channels offer insights and opinions that help their audience make informed decisions.

Expanding Customer Reach

Most influencers have their own sphere of influence, which allows brands to extend their reach to new targets.

Targeting Niches

Similarly, some influencers cater to niche audiences or vertical industries, helping brands reach these targets through a credible source.

Engaging Customers

Some influencer channels can help engage customers with brands through content or interactions about the brands they promote.

Building Trust

As discussed at the beginning of this blog, influencer channels provide the all-important third-party validation buyers want and help build customer trust in the products and services they recommend.

Validate Influencer Value

Clearly, the influencer channel can play a significant role in shaping opinions, driving product awareness, and providing valuable information and insights to potential customers. Ideally, brands can leverage the influencer channel to enhance their marketing and sales efforts, build stronger customer relationships and grow revenue.

However, the effectiveness of influencer channels may vary depending on their authenticity and alignment with brand values. B2B organizations must take care when engaging and managing influencer partnerships so they remain valuable and credible extensions of their brand and partner ecosystem.

Ready to experience the ZiftONE platform and ecosystem?

Demo the ZiftONE platform today.

The post The Influencer Channel: How and Why to Use It appeared first on Zift Solutions.

Before diving into the specifics, it’s important to admit to an all-to-common mistake: Vendors often overlook their partners once the initial interaction is over. Enthusiasm wanes after the first handshake, event, or meeting, leaving your partners eagerly awaiting vendor support for new services. While they are busy serving their clients, it’s up to vendors to nurture and sustain these partnerships. A quick scan of any channel partner social channel group clearly reveals what partners are looking for from their channel leaders.

1. Develop a Community Focus 

Prioritize nurturing a sense of community among your partners. Remember, your partners need engagement and support throughout the relationship, not just at the onset. Involve them in your processes, offer regular updates, and consider the onboarding process with great care – this is where your relationship with the partner begins, and how you guide them through the onboarding process sets the tone and future expectations.

2. Treat Channel Partners as Valued Customers

Channel partners are more than just partners; they are customers. They invest in your technology and services to enhance their offerings to end customers. To foster a productive relationship, treat them like customers and invest in your customer experience team. Building a partnership experience based on trust, respect, and excellent customer service is the foundation of a robust and long-lasting vendor-partner relationship.

3. Have a Well-Managed Onboarding Process

The partnership journey begins long before formal agreements are signed. During recruitment, focus on developing a relationship with prospective partners. Showcase the value and opportunities that collaboration can bring. Additionally, invest in a well-managed onboarding process that matches the excellence of your partner recruitment stage. Clear communication, flexibility, and accessible sales, marketing, and product training resources are critical to successful onboarding. Remember that to stand out you need to differentiate your business support and services, because you are often only one of many vendors your customer is partnering with.

4. Offer Business Support

Understanding any partner’s business model is key to providing effective support. Recognize that there are many types of channel partners including resellers, VARs, MSPs, MSSPs, alliance partners and influencers to name a few. Take the time to understand how they generate income, and tailor your assistance to help them build and grow their business. Demonstrating genuine care and commitment to their business and partnership will establish trust and collaboration. Again, this is your opportunity to shine and differentiate your company from your competitors.

5. Foster Communication and Trust

Trust is the bedrock of any successful partnership, and open and transparent communication is the key to building and maintaining trust. Keep your partners updated on your roadmap, products, and strategies. Engage in continuous and candid dialogues with key figures in the partnership and practice active listening. Make it clear to your partners that you and your Channel Chief are always available to address their concerns promptly. Using a PRM  not only provides a one to many portal for communication but streamlines the availability of content, programs, and products.

6. Invest in Customer-Focused Account Managers

Channel Account Managers (CAMs) or Partner Account Managers (PAMs) play a pivotal role in the success of your partnerships. They are the bridge between your organization and partners, responsible for managing various aspects of the partnership including prioritizing partner growth, providing frictionless experiences, acting as partners’ first point of contact, and ensuring their reliability and responsiveness to build trust and confidence. 

7. Be Responsive

For both you and your partner community, time is of the essence. No one can afford to wait days for responses to pricing bids or inquiries. The vendor providing a swift and reasonable proposal has a much better chance of winning the deal every time. Delayed responses can lead to missed opportunities, making prompt communication and responsiveness a competitive advantage.

8. Remember Cash Flow is King

Prompt payment when it comes to MDF and other incentives are vital for channel partners. They often incur upfront costs when closing deals and require timely compensation to reinvest in future opportunities. Vendors that delay payments risk eroding partner loyalty. Maintaining a healthy and motivated channel community requires vendors to make it easy for partners to apply, receive approval, and be paid in a timely manner. This can include assistance with dashboards and information shared in your PRM systems.

9. Provide Quality Leads

One area where vendors can make a substantial impact is in the quality of leads provided to partners. In our experience, one of partners’ top complaints about vendors is a lack of qualified leads. While generating a high volume of leads is great, ensuring their freshness and relevance is what drives loyalty. Dead-end or irrelevant leads can lead to frustration for everyone. Vendors should focus on delivering leads with genuine potential for conversion, thereby maximizing partner productivity and boosting the chances of success. Want to go the extra mile? Show your partners how to generate their own leads.

10. Lead with Business Intelligence

Providing partners with business intelligence (BI) tools that allow them to monitor their progress, identify opportunities, and track their success with your products is essential for building trust and driving mutually beneficial outcomes. Invest time in helping your partners understand the business opportunities around your products and services and develop a relationship that offers revenue wins for both parties. A partner-focused PRM allows your partners to know where they stand at a moment’s notice, and provides you with insights into the strength of your channel.

The Bottom Line

A successful vendor-partner relationship is built on a foundation of respect, effective communication, and mutual support. By recognizing and addressing these 10 essential factors, channel leaders can create and maintain thriving partnerships that benefit all parties involved. Remember, your partner’s perception of your support, reliability, and responsiveness is your revenue reality. Take the time and make the extra effort to foster a partner-first mindset, and your partner community will remain engaged and dedicated to mutual success.

Don’t feel like you and your partners are communicating the way you want to? ZiftONE can help! Contact us here or reach out to your representative today.

The post 10 Things Partners Want Their Channel Leaders to Know appeared first on Zift Solutions.

Looking for a partner onboarding checklist? We’ve got you covered here.

1. Invest in a Comprehensive Partner Onboarding Program

Your partner onboarding program is pivotal when establishing solid and lasting partnerships. It’s the foundation upon which the best collaborations are built. Here’s a closer look at why investing in a comprehensive partner onboarding program is vital:

The Crucial First 30 Days 

The first 30 days of partner onboarding are undeniably the most critical. This initial period sets the tone for the entire partnership. It’s when you and your prospective partner get to know each other better, assessing whether your goals, values, and expectations align. Consider it a mutual exploration phase, where both parties determine if this partnership is a perfect match.

Partners as an Extension of Your Sales Team 

Your channel partners are more than collaborators; they are an extension of your sales team. This means that their success directly impacts your company’s success. Therefore, equipping them with the tools, knowledge, and resources to represent your products or services in the market effectively is imperative.

Instructive Partner Sales Training

Effective sales training is key to a successful partner onboarding program. This training should cover product knowledge, sales techniques, and understanding the target audience. Well-trained partners become more confident and better equipped to address client needs. Offer various training options to cater to different learning styles. Self-paced training is popular for its flexibility, allowing partners to learn at their own pace. Video training offers a personal tutor experience, while in-person sessions are invaluable for hands-on learning and networking opportunities

The Significance of a Dedicated Partner Program 

A dedicated partner program demonstrates your commitment to the partnership. It provides partners with a structured framework within which they can operate. This program should outline clear guidelines, objectives, and benefits, helping partners understand their roles and responsibilities within the partnership.

What to Avoid

We have established why a well-structured partner onboarding program is crucial; however, it can be undermined by two common pitfalls: incomplete documentation and data exchange issues.

Incomplete Documentation

Effective communication is vital during onboarding; complete documentation can help with this. Without comprehensive and shareable documentation, essential details about your products, services, or partnership expectations can be missed in email exchanges, meetings, or phone calls. This can lead to misunderstandings, delays, and inefficiencies in the onboarding process. To avoid this, ensure that you provide partners with easily accessible and up-to-date documentation that covers all relevant information.

Data Exchange Issues

As partners engage with your company and reach out to prospects, managing data exchange becomes increasingly important. From initial outreach to sales funnel stages, lead details, and more, efficient data exchange is essential for a seamless partnership. With a well-integrated process for data exchange, important information can be recovered, avoiding missed opportunities and potential frustration for both parties. 

2. Create a Customized Portal Experience 

Utilizing a partner management platform (PRM) can be a game-changer regarding partner onboarding. Creating an automated, customized portal experience for new partners is a strategic move that enhances the efficiency and effectiveness of your partner onboarding process. Leveraging a partner management platform (PRM), introducing partners to the portal’s unique features, providing clear guidance on where to start, and scheduling follow-up meetings are all essential elements in ensuring that partners not only get off to a strong start but also continue to thrive within your partnership ecosystem. 

Leveraging Partner Management Platforms (PRM) 

Partner management platforms, often PRMs, are sophisticated software solutions that simplify partner onboarding and management. They are the central hub where you and your partners can collaborate, access resources, and track progress. By incorporating a PRM into your onboarding process, you streamline operations, minimize administrative overhead, and ensure a consistent and efficient onboarding experience for every partner.

Introduction to Your Partner Portal 

A key component of your PRM is the partner portal—a virtual space where partners can access all the tools, information, and resources they need to excel in their roles. When introducing new partners to your partner portal, emphasize its unique features and benefits:

• Resource Hub: Showcase the available resources, including product documentation, marketing materials, training modules, and sales collateral. Emphasize that everything they need is conveniently located within the portal, making it a one-stop shop for their success.
• Interactive Tools: Highlight any interactive tools or features that can aid partners in their day-to-day activities. Whether it’s a lead management system, sales forecasting tools, or communication channels, make sure partners understand how to use these features effectively.
• Customization Options: Depending on your PRM, partners may be able to personalize their portal experience. Encourage partners to tailor their portal dashboard to align with their specific needs, ensuring they receive the most relevant information and updates.

Guiding Partners on Where to Start 

Navigating a new partner portal can be overwhelming for newcomers. To mitigate this, provide clear guidance on where partners should start their onboarding journey:

• Kick-off Call and Onboarding Schedule: Begin by scheduling a kick-off call with each new partner. During this call, walk them through the portal, highlighting its key sections and functionalities. Share an onboarding schedule outlining what they can expect in the coming weeks, including training sessions, milestones, and important dates.
• Internal and Partner Onboarding Checklist: Supply your channel partners with a partner-specific onboarding checklist. These documents outline the steps and tasks involved in the onboarding process, ensuring that partners have a roadmap to follow.
• Training and Certification Courses: Direct your channel partners to the product and sales training and certification courses available within the portal. Encourage them to complete these courses to gain the necessary knowledge and skills to excel in their roles.
• Access to Support: Communicate how your channel partners can access support within the portal. Provide contact information for channel managers, sales representatives, marketing representatives, back-office support staff, and finance teams. This accessibility ensures that partners can quickly get assistance when needed.

Scheduled Follow-up Meetings

Schedule follow-up meetings to maintain momentum and ensure that partners successfully navigate the portal. These meetings serve several important purposes:

• Addressing Questions and Concerns: Partners may have questions or encounter challenges as they explore the portal and complete their onboarding tasks. Scheduled meetings allow for addressing these issues promptly, reducing frustration and delays.
• Tracking Progress: Use follow-up meetings to track partners’ onboarding progress. Are they completing training courses? Are they actively engaging with the portal’s features? Tracking progress allows you to identify areas where additional support may be needed.
• Encouraging Active Usage: Setting a preset timeframe for partner portal engagement motivates partners to use the platform actively. Regular follow-up meetings are reminders and accountability checkpoints, ensuring that partners stay on track.

3. Offer Actionable Training and Sales Content 

Don’t overwhelm your partners with vast amounts of content. Instead, provide multi-layered training workflows that include:

• B2B audience personas
• Product demos and sales battlecards
• Product case studies
• Content templates for emails, blog posts, social media, contracts, and videos
• Quizzes to reinforce learning.

This approach helps your channel partners retain valuable knowledge.

4. Set Clear Objectives and Benchmarks 

Define milestones and associated dates in your partner’s business plan. Collaboratively plan actions to achieve these objectives. Joint business planning is a key performance indicator (KPI) for partnership success. Monitor other KPIs, including participation in training and meetings, campaign implementation, and deal tracking. Regular check-ins ensure alignment and adjustments as needed.

5. Facilitate Lead Transfers and Joint Sales Opportunities

 Accelerate your channel partner onboarding by providing quality opportunities and collaboration on initial deals. This hands-on approach allows partners to practice selling skills under your guidance. It builds their confidence and helps them navigate real-world scenarios.

6. Establish Channel Performance Metrics 

Transparency is crucial. Share your channel program’s evaluation strategy with your channel partners. Set channel performance metrics, including:

• Pipeline activity metrics
• Enablement engagement metrics
• Active, pending, and inactive partner metrics
• Sales data analysis
• End-client engagement metrics

These metrics provide insights and pinpoint areas for improvement.

7. Reward Partner Onboarding Achievements 

Recognize and reward partners for their accomplishments. Consider offering incentives such as gift cards, event invitations, or merchandise for completing onboarding or achieving specific training scores. This motivates partners to engage with your content and training materials actively.

The Bottom Line

Successful channel partner programs start with effective partner onboarding. Following these key success tips and avoiding common pitfalls will allow you to build lasting partnerships that benefit your organization and your channel partners. Remember, a well-executed onboarding process can make or break your partner relationships, create loyalty, and set you apart from your competition. 

More Onboarding Resources

Onboarding is the most critical step in the channel partner roadmap. For more information and insight into building superior onboarding programs, talk to your Zift Solutions representative or contact us here.

The post Partner Onboarding 101: Tips for Building Lasting Partnerships appeared first on Zift Solutions.

To answer these questions and more, we spoke with five industry experts. Our panelists include:

• Eli Jacobson, Director of Channel Strategy & Operations for deep observability company Gigamon
• Jennifer Redmond, Director of Sales Operations for global managed communication and Microsoft Cloud solution service provider Fusion Connect
• Kathleen Martin, Principle at business community development firm Community Architect
• Sarah Linford Cothran, Senior Director of Channel Programs and Operations for cloud-first WAN and security company Aryaka Networks
• Khali Henderson, Senior Partner at technology marketing firm BuzzTheory

What Are Channel Operations?

Channel operations, often referred to as “channel ops,” is a function or department within a partner program that streamlines and optimizes the collaborative sales efforts between a company and its external partners.

“[Channel operations] empowers channel sales teams to successfully attain their immediate goals, including areas such as generating revenue, maximizing profits and expanding market presence,” says Fusion Connect’s Redmond.

The scope of channel operations encompasses strategic and operational duties, providing guidance and executing programs.

Generally, channel operations teams oversee the creation, implementation and management of the processes, systems and platforms that support the partner program. The channel operations team drives sales operations, enabling and supporting activities, such as:

• channel sales planning and forecasting
• program budgeting
• deal registration and review
• quoting and sales escalations
• compensation, discounts and incentive planning and admin
• processes, systems and platforms
• revenue metrics and reporting

Channel operations also must coordinate with various company functions, such as marketing, sales, finance, legal, IT and other departments depending on the organization.

Typical roles in a channel operations team include:

• Director of channel programs and operations – This role typically oversees the channel program team, partner commissions, operations and support.
• Director of channel development – This role develops and maintains strategies, tools and processes to win and expand relationships in target markets for the channel organization. They provide direction and guidance for channel partners and internal channel sales on campaigning in select channels, geographies and markets.
• Channel operations manager – This role maintains and manages partner transactional data, including deal registration, lead registration and MDF utilization.

Specific job responsibilities for the channel operations roles listed will vary among suppliers.

Channel operations at many companies are closely tied to channel partner management and may encompass management responsibilities. For instance, channel operations at Aryaka Networks fold in partner management functions such as commissions, contract management, deal registration and program management, says Aryaka’s Cothran, adding that Aryaka designed channel operations to complement the company’s existing sales operations team while keeping the partner top of mind.

“Channel operations may have cross-over responsibilities with the overall company operations department,” says BuzzTheory’s Henderson. “But they need to be staffed with experts who understand the channel and how to interact well with the different partner types in your ecosystem. They need to understand how partners do business, how to meet partners’ needs and how to compensate and incentivize partners, all while keeping their organization’s bottom line growing in the right direction.”

Gigamon’s Jacobson agrees that channel operations and management have a symbiotic relationship. “Channel operations create the programmatic and systematic framework to enable the channel management teams to go out and execute against the channel strategy,” he says.

Want to know more about channel operations? Check out What’s Your Channel Operating System? here.

Four Best Practices for Channel Operations

How should your partner program run its channel operations? Keep the following four best practices in mind:

1. Establish a C-Suite Role with Responsibility for Channel Operations

Our panel recommends assigning ownership of channel operations to a C-suite leader – specifically the Chief Revenue Officer, who is responsible for sales, marketing, operations (e.g., accounting and revenue metrics) and customer experience.

CROs typically run revenue operations (RevOps), which Forrester defines as a business strategy designed to maximize customer lifetime value and company performance by unifying and optimizing data, processes, technology and talent across the customer lifecycle. RevOps delivers many benefits to organizations by creating an end-to-end view of the customer lifecycle across the organization, including all functions – marketing, service and sales, including sales channels and ecosystem partners.

Accordingly, channel operations would fall under the oversight of the CRO both for C-suite buy-in and communications and workflows with other departments supporting direct and indirect channels.

“We are seeing this in many companies as a key role that breaks down the silos between sales and marketing that ultimately drives more revenue and increased customer satisfaction,” says Community Architect’s Martin. In her experience, it’s critical for one leader to have ultimate responsibility for the operations, sales and marketing levers that drive revenue.

While this is an emerging best practice, not all companies may be at the stage to have a CRO or a full-fledged RevOps strategy. In that case, companies should establish a channel operations department to manage channel sales and sales enablement functions, reporting up to another executive leadership team member, such as the COO or head of operations, or the channel chief, as is common.

2. Break Down Silos Between Channel Operations & Other Departments

Our panel continued to beat the RevOps drum by recommending partner programs break down silos between channel operations and other departments.

Partner programs often fall into the trap of the left hand not knowing what the right hand is doing. An example of this dysfunction is when channel managers make promises to get deals across the finish line that channel operations can’t deliver on due to information silos between channel operations and channel sales. Examples include:

• Unrealistic Service Delivery Pace – Channel sales promise service delivery turnaround times that aren’t greenlit by channel operations.
• MDF Fulfillment Issues – Channel sales promises Market Development Funds (MDF) to partners who have not met the proper qualifications set by channel operations.
• Product Inventory Backlogs – Channel sales push through a contract that can’t be filled on time due to hardware on backorder or other supply chain issues.

While the abovementioned scenarios may seem unlikely, they may occur if channel ops aren’t integrated appropriately with channel sales.

Community Architect’s Martin notes that lack of visibility is problematic for channel operations, especially given their role at supplier organizations. “Operations is often only the reporting or budget decision-making part of the equation and never is on the sales call or builds the marketing programs,” says Martin. “They see only the request or the results, but not everything in between.”

To combat such issues, it’s vital to give channel operations personnel a holistic view of customer service, sales and marketing functions. As these departments become less siloed and more collaborative, they can deliver a better partner and customer experience.

“The [partner] does not care if their contact is marketing, ops, [customer service] or sales,” says Martin. “They just want to call in and know someone can answer their questions.”

But the consequences of siloes can be more dire than annoying a partner by transferring their calls. Lack of alignment between operations, marketing and sales can result in revenue loss. For instance, if marketing misses their objectives by not driving enough touch points or impressions, then sales may miss their KPIs. Or perhaps marketing and sales hit their goals, but operations can’t deliver on promised partner incentives or service delivery timelines.

Our experts note that cross-department collaboration pays off. At Aryaka, for example, channel operations work closely with the channel sales team to build cohesive programs to recruit partners. “Partnering with sales builds the best programs,” says Aryaka’s Cothran. “[We’re] providing the [indirect sales] team with industry-leading programs with focused partners [to drive revenue].”

She explains that the channel operations team at Aryaka is responsible for channel programs, including DRIVE, THROTTLE and IGNYTE, which are tailored to technology services distributors (TSDs), elite sellers and MSPs, respectively. Targeted programs make it easier to recruit right-fit partners.

“Breaking down silos begins with simple communication and regular cadence meetings across departments, but for best results requires defined workflows and processes,” said BuzzTheory’s Henderson. “Ultimately, channel organizations will need to invest in tools like a PRM to automate communications at scale and deliver a single repository for data needed for reporting.”

3. Separate Channel Operations Strategy & Execution Roles

When structuring a channel operations department, our panel recommends separating strategy and execution roles.

“This requires at least two individuals,” explains Gigamon’s Jacobson. “One to help drive the strategy and programs with the channel sales leader and another to support the channel managers and partners in the daily execution of their roles.”

When both are managed together, it’s easy to lose sight of the forest for the trees. In other words, there’s no one squarely focused on the goals and objectives due to distractions of the day-to-day operations.

At the same time, channel organizations must have a leader who is focused on operational excellence. ZiftONE Alliance Partner Spur Reply explains: “Strategy defines the right things to do. Doing things well – execution – is what sets companies apart.”

Spur Reply identifies four stages of channel operations maturity as follows:

• Unstructured – The approach is haphazard and depends on the strengths of individuals in the channel ops team. There are few standard processes, if any, that are poorly documented and fall apart as individuals leave the department.
• Basic – Regular meetings and communications occur, but they aren’t always effective. Channel ops staff will generally follow defined processes but don’t consistently adhere to them. Knowledge of processes and procedures may be compartmentalized among individuals in the department.
• Functional – Standard processes are identified and followed without deviation from channel ops team members. Structured corporate planning exists but is often siloed from individuals or teams, so investment and commitment to overarching channel ops goals are lacking.
• Robust – Processes are followed and documented properly by all members of the channel ops team. A culture of learning and improvement is present, with feedback from partners and internal stakeholders regularly gathered and implemented across all standard processes. Strong alignment exists between goals, investments and commitments across all team members in the department

4. Use Technology Platforms to Automate Channel Operations Processes

Manual processes present an obstacle to scaling channel operations to the extent required for most programs to achieve a meaningful return on investment (ROI). Our panel finds that investing in technology such as partner relationship management (PRM) systems, customer relationship management (CRM) systems, project management software (PMS) systems, marketing automation systems, email marketing systems, human resources (HR) tools, online accounting software, communication and collaboration platforms, secure networking and cybersecurity technologies is the only effective way to provide that scalability.

“Channel operations can be burdensome when there is a lack of investment in technology and platforms to support daily functions to execute the channel strategy,” says Gigamon’s Jacobson. “Leaders in channel operations and management need to successfully position the need for these technology platforms to create more efficiencies.”

Fusion Connect’s Redmond points out other challenges channel operations may face that can be improved through the automation provided by a PRM, including:

• Inadequately documented or incomplete processes – A PRM documents onboarding processes through checklists and reminders within the system that operations personnel need to follow.
• Delays or inaccuracies in responses – A PRM can send automated reminders to both partners and supplier personnel to complete action items to circumvent delays.
• Extended installation timeframes – A PRM can reduce time spent on steps surrounding an extended installation, minimizing the total deployment time for the end customer.

The PRM also provides the reporting and data to justify operational expenditures and incentive-based promotions.

“Keeping everything logged in the PRM is ultimately going to be your program’s saving grace, giving channel ops the data it needs for readouts with the C-suite or board of directors,” says BuzzTheory’s Henderson.

The Bottom Line

Channel operations fulfills a vital role in ensuring partner and vendor sales commissioning, deal registration, order processing and channel revenue forecasting are all accurate and run correctly for suppliers and their partner programs. Channel leaders should consider adopting these channel operations’ best practices outlined above to get the most out of the investment in their partner programs and ecosystems.

The post The 4 Channel Ops Best Practices Every Channel Leader Should Know appeared first on Zift Solutions.

To answer this question, we spoke with six industry experts. Our panelists include:

• Debbie Kestin Shildkraut, President for fractional marketing leadership company Kestin Impact Consulting LLC
• Jasmina Muller, Chief Ecosystem Officer for enterprise co-selling platform PartnerTap
• Greg Plum, Director/Principal – North America for fractional partner leadership company PartnerReady
• Nancy Ridge, Founder and President for technology consulting and channel ecosystem development company Ridge Innovative
• Theresa Caragol, Founder and CEO of channel consultancy AchieveUnite
• Khali Henderson, Senior Partner at technology and channel marketing firm BuzzTheory

What is a Partner Ecosystem?

A partner ecosystem is a community of companies that play a role in delivering business outcomes to their customers. The ecosystem encompasses a range of pre-sale, sale and post-sale activities that extend far beyond the transaction between a provider, sales partner and end customer.

Kestin Impact Consulting’s Schildkraut defines it succinctly: “A successful [partner] ecosystem includes an interconnected or interdependent network of participating companies that work together to deliver technology solutions that address customer needs.”

Jay McBain, Chief Analyst – Channels, Partnerships & Ecosystems at Canalys, identifies six primary types of partnerships within a partner ecosystem, including:

• Technology Alliances – Also known as an integration partnership, a technology alliance partnership is the partnering company’s products integrated to deliver additional value to the customer. Companies pursue technology partnerships if their platforms benefit from the additional capabilities and features of the partners’ solutions.
• Strategic Alliances – Sometimes referred to as strategic partnerships, strategic alliances align the long-term goals of two or more companies. These are commitments with clearly articulated goals and investments for all parties. Companies may enter these partnerships because they have the same end customers or plan to enter a new target vertical with complementary solutions.
• Business Channel Alliances – A channel alliance is an arrangement where a vendor engages a partner to resell, manage, and deliver the vendor’s product to market. The partner makes money through vendor referral fees, margins or commissions and by selling complementary services. The vendor benefits from the partners’ existing customer relationships and a faster go-to-market timeline. There are a few different types of business alliance partnerships in the IT channel, including:
  • Resellers
  • Value-added resellers (VARs)
  • Systems integrators (SIs)
  • Agency partners
  • Business process outsourcers (BPOs)
  • Managed service providers (MSPs)

• Transaction & Transaction-Assist Channels – These partnerships facilitate vendor and end-customer transactions. Unlike business alliances, these partners only facilitate the purchase in exchange for compensation.
• Influencers – Influencers refer to entities that “influence” the decision-making of an end customer to purchase a vendor solution but are not directly involved in the transaction. These partnerships typically involve companies such as:
  • Alliance partners
  • Consultants
  • Ambassadors
  • Advocates
  • Affiliates

• Retention Channels – Retention channels refer to partner companies involved in helping to retain the use of a tech vendor solution by proxy through the delivery of the partner company’s services. Examples of companies that may be part of retention channels include:
  • Digital agencies
  • Healthcare companies
  • Construction companies
  • Legal or compliance companies
  • Transport companies
  • Accounting and CPA companies
  • Management consultants and other professional services

What Are the Benefits of a Partner Ecosystem?

We surveyed our panel to understand how both suppliers and partners benefit from the partner ecosystem go-to-market model.

What Are the Benefits of a Partner Ecosystem for Providers?

According to our panelists, the primary benefit for providers in adopting an ecosystem model is expanded market reach and delivery.

“Companies (providers, vendors) that have truly committed to the partner ecosystem model [have] learned that the growth potential and results increase exponentially by having the expanded reach and delivery to the market,” says Kestin Impact Consulting’s Schildkraut. “Companies can only reach so far with their sales teams and marketing resources. Partnering with others creates opportunities to expand business beyond existing customer bases. When these partner ecosystems [are] aligned and enabled, they serve as an effective extended salesforce.”

PartnerReady’s Plum shares a similar opinion. “Since a partner ecosystem is a multi-directional matrix of purchase influencers, SaaS providers benefit from a ripple effect,” says Plum. “By aligning with the right partners, providers gain exposure to their partners’ sphere of influence.”

Additional benefits for providers outlined by our panel include:

• Higher close rates
• Shorter sales cycles
• More successful direct sales teams through co-selling with partners
• Greater customer retention rates
• Better customer experience (CX) due to dedicated customer focus by select partners

What Are the Benefits of a Partner Ecosystem for Partners?

Our panelists say the primary benefit to partners in joining an ecosystem is increased revenue through additional cross-sell and upsell opportunities offered by working with other partners in the ecosystem.

“This means that partners need to be open to partnering with other partners,” explains Schildkraut. “When everyone brings their expertise together, unified delivery is stronger than each of the parts. The outcomes yield more opportunities for growing customers and, therefore, revenue and growth.”

Ridge Innovative’s Ridge views the ecosystem as “the magic multiplier” — a gateway to not only increase margins but multiply partner revenue by layering on services, whether intellectual property, managed services or related products.

Partners can also work with ecosystem partners to add value to customer relationships, helping to solidify their role as expert advisers and more effectively retain accounts. “Partners who understand their place in the ecosystem are in a better position to leverage other players in the ecosystem, which includes peers, complementary service offerings, marketplaces and even competitors,” says Partner Ready’s Plum.

Plum explains: “An MSP who aligns with another ‘trusted advisor’ in their customer’s sphere of influence is in a much stronger position than a partner who is approaching them as a ‘single-threaded’ solution. Natural complementary fits include consultants supporting a customer’s cloud platform (i.e., Salesforce, ServiceNow, SAP, etc.).”

For more information on ecosystem benefits, check out our blog on why partner programs need partner ecosystems.

7 Tips For a Successful Partner Ecosystem Strategy

How can your company build and grow a high-performing partner ecosystem? Our panel recommends the following seven tips for success:

1. Develop Your Partner Ecosystem With Your Ideal Customer Profile (ICP) in Mind

Start developing your partner ecosystem by establishing your ideal customer profile (ICP) and work backward to determine which partners best serve that ICP. Without this vital first step, our panel agrees that your partner ecosystem may falter.

“[Providers] need to understand the influencers within the customer’s ecosystem, more so than our own,” says PartnerReady’s Plum. “Aligning with partners in our own ecosystem doesn’t help us if they have little influence over our target customer. Once we identify our customer’s influencers, we can seek alignment with those partners, resulting in a resilient, multifaceted, ecosystem strategy laser-focused on the proper target — our mutual customer.”

Ridge Innovative’s Ridge agrees that understanding joint value propositions between organizations is vital to having a clear “why” for the ecosystem relationships and recruiting influential partners.

To determine your ICP, answer the following questions:

• What would a customer buy from you?
• What problems do your products or services solve?
• What business advantages do your solutions provide?
• What is the age of your typical customer?
• What is the gender of your typical customer?
• Where do your typical customers live geographically?
• How do your customers make money?
• In what industries or verticals do your customers typically operate?
• What are your customers’ pain points, and does your product or service address them?
• Why would they buy your services over those of a competitor?
• What are the most common or popular services you offer that your clients purchase?
• What factors are your customers likely to consider before the purchase?
• What do customers tell you they value about your services?
• How do your customers typically discover your product or service?
• How does the cost of your product or service influence your customers’ decision to buy?
• What is your typical customers’ preferred method of communication?

Based on the answers to these questions, you’ll have a clear idea of your target customers and how best to reach them. From here, determine what other companies serve these customers and whether there’s an opportunity to partner with them to deliver your services.

AchieveUnite’s Caragol points out that providers must document partner selection criteria for channel managers who are front-line recruiters. “Establish criteria for selecting partners that align with your organization’s goals, values and target market,” says Caragol. “Ensure partners bring complementary expertise and resources to the ecosystem.”

2.   Build Partner Ecosystems on Long-Term Relationships, Not Only Quick Wins

Our panel notes that building long-term relationships is paramount for the ecosystem’s success, especially for providers accustomed to the short-term relationships common in the transactional partner channel environment. “[Partner ecosystems] involve fostering collaboration, trust and mutual success,” elaborates Caragol. “On the other hand, a transactional partner channel typically focuses on individual transactions and short-term sales.”

“From a practical perspective, the ‘long-term’ approach means potentially delaying your return on investment in the ecosystem,” says BuzzTheory’s Henderson. “Cultivating relationships with influencer and retention channels take time and may not pay off for months or possibly years, depending on the solutions you sell.”

Henderson cites the example of a conversational AI software provider that integrates with hosted phone systems or contact centers. “Partnerships with UCaaS or CCaaS providers for bundled offerings targeting enterprises have a high potential for a conversational AI vendor. However, the customer contracts can take months or years to close and deploy. Or, you might be one option available in the provider’s online marketplace. Either way, your return might not arrive in the current quarter or even the current fiscal year. Your leadership team needs to take the long view; otherwise, stick with the short-term transaction channel.”

PartnerTap’s Muller echoes these sentiments: “[Common challenges ecosystems face are] the investment it takes and the timeline [leadership] thinks it will bring revenue,” says Muller. “I have built channel programs for two large companies and first-hand experience learning from building [those] two different programs. It’s not an overnight sensation, nor is it a one-year timeframe.”

Muller cautions ecosystem leaders to think long-term. “Everyone thinks short term and wants the ROI yesterday,” says Muller. “This is where, as a channel chief, your experience and insight guides [leadership] in the right direction and reality sinks in.”

3. Expand Incentives Beyond Sales to Drive Results Across the Partner Ecosystem

Partner programs leveraging a transactional channel logically offer incentives tied to sales performance. Incentive programs for non-transactional ecosystem partners must be approached differently.

“Incentives in a partner ecosystem often promote collaboration among partners,” says AchieveUnite’s Caragol. “This can include rewards for cross-selling or joint solution development, as well as incentives for sharing knowledge, resources or leads within the ecosystem.”

Kestin Impact Consulting’s Schildkraut agrees that channel leaders should include incentives in ecosystem business plans.  “If partners help yield success, it’s important to acknowledge that in a meaningful way,” she says, noting that companies need to determine if partners are incentivized by margins or bonuses, for example. “Incentives are an investment, so clear goals and desired outcomes should be established, tracked and assessed.”

4. Simplify the Partner Experience (PX) Within the Partner Ecosystem

Our panel advocates that partner ecosystems be easy to do business with; otherwise, partners will take their business elsewhere. “You can have the best partners come join the program, but if the program itself [doesn’t simplify the] partner experience, your ecosystem will not succeed, no matter how much of an investment you put in,” warns Muller. “That’s why communication with your partner community is vital.”

Muller recommends involving your key partners in ecosystem building from the beginning by inviting them to provide insight and feedback on your strategy. “What better way to build a world-class partner program than [with input] from your world-class partner ecosystem?” says Muller.

5. Leverage Technology Platforms to Solve Ecosystem Revenue-Attribution Challenges

Attributing a closed deal or upsell to the right partner(s) becomes increasingly complex in an ecosystem environment. That’s because more than one partner may influence the sale.

Technology platforms such as partner relationship management (PRM) systems and customer relationship management (CRM) systems will help you track all parties involved in the deal.

“Proper tracking is critical to the growth and success of a partner ecosystem model,” says PartnerReady’s Plum. “Fortunately, there is a new generation of partner management systems designed with this complexity in mind.”

6. Measure Ecosystem Partner Performance & Conduct Quarterly Business Reviews (QBRs)

Program leaders should establish key performance indicators (KPIs) to measure the success of their partner ecosystem. Define clear metrics and incentive programs that motivate and reward partners for achieving mutually agreed-upon goals.

Our panel also advocates for holding quarterly business reviews with partners to evaluate performance, address any issues or concerns and identify opportunities for growth and improvement. “Use these reviews as a platform for collaborative planning and goal setting,” advises AchieveUnite’s Caragol.

7. Get Executive Buy-In to Manage Channel Conflict

Program leaders must secure executive buy-in to ensure a consistent ecosystem partner strategy. Without it, the risk of underfunding and channel conflict with direct teams can be high.

“Establishing guardrails or rules of engagement are key to ensure that partner engagements are complementary and non-conflicting with company go-to-market strategy,” says Kestin Impact Consulting’s Schildkraut. “Furthermore, it will be critical also to maintain support and resources that ensure a successful partner ecosystem.”

Competition and business conflict can be muddy waters to navigate. Yet, successful partnering can occur when mutual objectives and roles are defined.

“Years ago, we never thought we’d see corporate giants like IBM and Microsoft partnering together, or even IBM and some of the main hyperscalers who were considered competitors to IBM Services divisions,” explains Schildkraut. “Yet, today, we see major corporations successfully finding ways to jointly leverage strengths to deliver strong value propositions to the market.”

High-performing partner ecosystems are the future of partner sales motions in 2024 and beyond. Channel organizations serious about expanding beyond transactional channels should consider these tips when building and growing their partner ecosystems.

The post 7 Tips for a Successful Partner Ecosystem Strategy appeared first on Zift Solutions.

Channel partner analytics involves examining real-time data concerning your partners, encompassing sales achievements, revenue metrics, and engagement levels. This data is valuable for pinpointing top-performing partners, identifying areas that require enhancement, and fine-tuning your partner relationships to achieve optimal revenue expansion.

Let’s dive into five such metrics that can make a significant impact on your channel partner program.

Want to learn more about how to build a channel partner engagement plan? We’ve got you covered. Check out our advice here.

1. Margins

The first and perhaps most critical metric is margins. A channel partner’s profitability is the cornerstone of a sustainable and mutually beneficial partnership. It forms the financial bedrock upon which you and your partners build a successful collaboration. As much as none of us want to admit it, the truth is that partners have more vendors than ever to choose from. Without adequate profits, channel partners are more likely to explore alternative, more lucrative opportunities elsewhere. Therefore, maintaining a vigilant focus on partner profitability is not merely necessary; it is imperative.

To ensure your channel partners thrive financially, it’s essential to consistently evaluate whether they are realizing healthy profit margins from your products or services. This evaluation encompasses a comprehensive analysis of the costs of promoting, selling, and supporting your offerings in their respective markets. By scrutinizing these margins, you gain invaluable insights into the financial health of your partners and the overall sustainability of your partnership ecosystem.

Should you identify that partner margins are not meeting the desired benchmarks, take strategic action. This may involve carefully reviewing your pricing strategy to ensure it aligns with market dynamics and competitive landscapes. Additionally, consider introducing supplementary incentives, such as bonuses or volume-based rewards, to proactively motivate partners to drive profitability.

By addressing partner profitability comprehensively, you safeguard the stability of your partner relationships and create a conducive environment for mutual growth and sustained revenue generation. In essence, partner profitability is not just a metric; it’s the linchpin upon which the success of your channel partner program hinges. 

2. Attrition

High attrition rates within your channel partner program can have far-reaching implications, potentially jeopardizing the sustainability and success of long-term partner relationships. You and your channel partners invest considerable time, effort, and resources in cultivating these partnerships, expecting to yield substantial returns. However, when a noticeable pattern of partner attrition emerges, it serves as a clear indicator that certain aspects of your program may be falling short of expectations. In such cases, you have to take corrective measures to realign the partnership for the benefit of all parties involved.

Elevated partner attrition is often symptomatic of partner dissatisfaction or unmet expectations. It signifies that partners may aren’t be experiencing the value, support, or profitability they initially anticipated. To address this issue effectively, you must comprehensively review various facets of your partner program:

• Partner Recruitment: Reevaluate your partner recruitment criteria and processes. Ensure that the partners you bring on align with your organization’s values, goals, and target markets. Focusing on the right partners from the outset can reduce attrition in the long run.
• Onboarding: Enhance the onboarding process to provide partners with the necessary tools, resources, and knowledge to succeed in promoting and selling your products or services. A well-structured onboarding program can significantly reduce attrition by equipping partners with the necessary skills and confidence.
• Overall Engagement Strategies: Review your comprehensive engagement strategies, including communication channels, support mechanisms, and collaboration initiatives. Partners who feel well-supported and connected to your organization will likely remain committed and engaged.

3. Sales Content Downloads

Effective sales rely on compelling sales collateral to engage prospects and customers. Partners play a crucial role in leveraging available content for impactful sales efforts. It’s important to address any concerns partners may have about content relevance. When there’s a noticeable decline in downloads, it’s a clear signal to investigate whether vendors are missing the mark by providing partners with collateral that promotes the vendor’s solution rather than the partner’s value proposition. 

To-partner and through-partner sales enablement are very different; recognizing this distinction is important. By closely monitoring the usage of your sales and marketing materials, you can gain valuable insights into whether partners are adequately equipped and motivated to promote and sell your offerings, ensuring that your content aligns with both to-partner tactics (exciting partners about selling) and through-partner tactics (supporting partners in selling to end customers). 

4. Marketing Campaigns

Channel partner marketing campaigns drive product visibility, market penetration, and revenue growth. These campaigns reflect your partners’ dedication and effectiveness in promoting your products and solutions within their respective markets. In this context, channel marketing support is critical in assessing partner interest and nurturing successful campaigns.

Partners who are well-equipped and informed about your products and solutions are poised for success in the marketing arena. Here’s how vendor-provided channel marketing contributes to the effectiveness of partner-led marketing campaigns and leads to higher engagement:

• Knowledge Empowerment: Through comprehensive onboarding, training, and certification programs, channel enablement equips partners with in-depth knowledge about your offerings. This knowledge is foundational for crafting compelling marketing messages and strategies that resonate with target audiences. Informed partners are better positioned to communicate your product’s unique value propositions effectively.
• Marketing Resource Accessibility: Channel enablement ensures that partners access a wealth of marketing resources, including email campaigns, whitepapers, multimedia content, and even social posts. Armed with these assets, partners can create compelling, data-driven marketing materials that capture the attention of potential customers and facilitate informed purchasing decisions.
• Technical Proficiency: Partners who are genuinely committed to your business demonstrate their dedication in multiple ways, one of which is ensuring they’re as knowledgeable about your product or service as possible. A sincere partner will invest time and resources into crafting comprehensive and informative marketing campaigns that showcase your products in the best light and aim to educate and engage potential customers, building trust and credibility. Similarly, real-deal partners will put in the time and effort to seamlessly mesh their systems with yours, showcasing the cool tech features of your products. 
• Market Insight: Effective channel marketing programs offer partners insights into market trends, customer pain points, and competitive landscapes. With this market intelligence, partners can tailor marketing campaigns to address specific customer needs and differentiate your products from competitors.

Ultimately, the success of channel partner marketing campaigns hinges on a symbiotic relationship between channel enablement and partner commitment. Channel enablement empowers partners with the tools, knowledge, and resources they need to excel in marketing your products. Meanwhile, partners genuinely interested and invested in your business will leverage these resources to create marketing campaigns that drive brand awareness, customer engagement, and revenue growth. By fostering such partnerships, you can maximize the impact of channel partner marketing campaigns and unlock new avenues for success in the competitive marketplace.

5. Lead Response Time

Speed is a competitive advantage. Monitoring how quickly partners respond to new leads is a metric vendors should monitor closely. A swift response not only signals dedication but also hints at the potential to close deals faster. This has a profound impact on your sales pipeline and overall revenue.

Here’s why lead response time matters:

• Demonstrates Commitment: A rapid response shows partners are committed to seizing opportunities.
• Seizes Opportunities: Quick answers catch potential customers when their interest is high.
• Enhances Customer Experience: Prompt replies create positive customer experiences.
• Shortens Sales Cycles: Speedy responses streamline the sales process, reducing costs and enabling agility.
• Maximizes Revenue: Swift responses optimize revenue potential.

To harness this potential:

• Communicate expectations.
• Provide training and support.
• Implement feedback and accountability mechanisms.
• Consider technology solutions for lead management.

Channel partner lead response time reflects commitment and drives sales success. Cultivating prompt responsiveness and providing support can unleash its benefits, leading to increased sales efficiency and revenue growth.

The Bottom Line

Monitoring these partner engagement metrics is essential for the success and sustainability of your channel partner program. By staying attuned to partner profitability, satisfaction, and their level of commitment, you can make informed decisions to strengthen partnerships, drive growth, and ensure a mutually beneficial relationship between your organization and its channel partners.

Want to learn more about channel partner engagement?

Talk to your Zift Solutions representative or contact us here!

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Partner ecosystems are networks of businesses that rely on each other to enhance their offerings, improve their reach and drive revenue growth. Typically, partner ecosystems are created by companies to deliver greater value to customers than they can on their own, with the goal of increasing customer retention and growth. In the tech channel ecosystem, for example, partners include transactional partners like resellers and agents but also influencers and retention partners like systems integrators, ISVs, MSPs, agencies, consultants and alliance partners, which we’ll be discussing here.

“[E]cosystem building is a critical pathway to build growth and resilience, with close to 50 percent of resilience leaders pursuing ecosystem strategies,” according to McKinsey & Co., which notes such partnerships “can rapidly unlock value at potentially lower risk than going it alone.”

Let’s look at the role of strategic alliances as part of the partner ecosystem, their benefits and best practices for success.

What Are Strategic Alliances?

Strategic alliances are business arrangements between two or more companies to collaborate to achieve business objectives while retaining their individual brands and independence. As such, strategic alliances can take various forms, including:

• co-marketing initiatives
• co-development of products or services
• research and development collaborations
• technology integrations
• deployment or implementation
• managed services
• more

Significantly, strategic alliances are based on mutual trust, shared risk,  joint investment and shared vision or strategy rather than tactical or transactional goals.

Why Form Strategic Alliances?

Generally, companies form strategic alliances to achieve objectives that may be challenging, time-consuming or capital-intensive to reach on their own.

Objectives may vary by company, partnership, industry or market conditions and are not mutually exclusive. Generally, they include:

• Gaining access to new markets (e.g., segments or geographies) where alliance partners have a strong presence
• Enhancing competitive positioning by pairing technology or intellectual property to fend off competitors
• Sharing risks or costs of entering a new market or launching a new product
• Achieving economies of scale in production, distribution or marketing by pooling resources
• Accessing complementary skills and technologies instead of investing in in-house development
• Accelerating speed to market by leveraging an alliance partner’s offering rather than taking time to develop it in-house
• Expanding or diversifying offerings by adding the alliance partners’ products or services
• Filling product or service gaps by adding alliance partners’ products or services
• Improving the customer experience by leveraging alliance partners’ expertise for pre-sale or post-sale service or support
• Increasing customer retention by offering additional value that makes customers less likely to churn

What Are Ways to Maximize the Impact of Strategic Alliances?

Strategic alliance partners offering complementary products and services can achieve their objectives by leveraging one or more of the following joint go-to-market strategies:

• Bundled offerings — Combine products or services to deliver a comprehensive solution to customers, making the joint offering more compelling and competitive.
• Integrated solutions — Integrate products or services seamlessly to deliver a streamlined and enhanced experience.
• Cross-promotion — Offer each other’s services to their respective customer bases to expand reach and grow wallet share.
• Joint marketing — Co-sponsoring events, launching joint advertising campaigns, or collaborating on content creation can stretch shared marketing budgets and broaden audience reach.
• Unified sales strategy — Train each partner’s sales teams about the complementary benefits of a joint solution so they can effectively pitch the combined value to potential customers.
• Co-branding — Develop marketing materials, events, or products that feature both brands, increasing visibility and leveraging customers’ trust in each brand.
• Shared Distribution — Leverage each partner’s distribution channels to access new markets or segments more quickly and efficiently.
• Joint workshops — Organize events to educate potential customers about the advantages of using your complementary products or services together.

What Are the Best Practices for Successful Strategic Alliances?

Strategic alliances can lead to a stronger market presence, more satisfied customers and accelerated growth while minimizing costs and speeding time-to-revenue. Take the following steps to make the most of strategic alliances:

• Align goals — Both partners should have mutual goals and a clear understanding of the benefits each brings to the table. Conflicts and misdirection can arise if the partners do not share a unified vision and objective for the partnership.
• Open communication — Insufficient, unclear or infrequent communication can lead to misunderstandings, missed opportunities and a lack of coordination. Instead, engage in open dialogue about challenges and successes to address potential issues and optimize strategies.
• Streamline Interactions — Improve communication and coordination by automating workflows with alliance partners using a partner relationship management (PRM) platform like ZiftONE built to support ecosystems.
• Build trust — Partnerships are based on mutual trust. Distrust can stem from perceived inequities, lack of transparency or previous negative experiences. Respect each other’s contributions and uphold commitments to ensure a long-lasting alliance.
• Review performance — Measure the effectiveness of joint initiatives and adjust strategies based on real-world performance data. Not setting clear performance metrics or not regularly reviewing the alliance’s ROI can make it difficult to gauge success or areas of improvement.
• Put the Customer First — Strategic alliances create opportunities for both partners, but they should focus foremost on providing the mutual customer with a better solution than they can get from either party (or a competitor) alone.

Investment in Strategic Alliances is a Down Payment on Growth

Strategic alliances are “strategic” for a reason; they’re formed to achieve critical business objectives, not simply to beef up a roster of sales partners with the hopes that the oft-cited 20 percent perform. Alliances require a greater level of commitment. As Deloitte notes. “When entering into an alliance, partners need to be aware that delivering the ambition and achieving the benefits does not happen on autopilot.” With all hands on the wheel, you have the opportunity not to simply grow margins but to multiply revenue from your mutual customers.

The post The Alliance Channel: How and Why to Use It appeared first on Zift Solutions.

“B2B and industrial organizations need to ground every decision — including design, sales, planning, production, delivery, service and support — in an intimate understanding of markets and customer segments, and they need the agility to deliver a great experience for each of these segments,” explains PwC in its report, “The new B2B value chain.”

One of the challenges with B2B, compared to B2C, is defining the customer. It’s rarely just one person but groups of people, such as buyers, managers or users, that B2B providers must satisfy.

To do that, B2B companies must consider a range of touchpoints that make up the “customer” experience and leverage not just their employees but their partner ecosystem, including suppliers, partners, distributors, experts, technicians, service providers, trainers, analysts and others that are integral to the end-to-end customer lifecycle.

“The goal,” states PwC, “is an integrated and optimized ecosystem of capabilities, processes, apps, and user and expert communities that creates bundled value propositions beyond the product itself.”

In other words, B2B companies need to leverage their ecosystem partners to drive additional value and customer retention. Let’s look closer at the “retention channel” and how to leverage it for B2B revenue growth.

What is the retention channel?

In 2020, Jay McBain, Chief Analyst – Channels, Partnerships & Ecosystems at Canalys, introduced the concept of the “trifurcated channel,” which flanked the traditional sales or “transactional channel” with a pre-sale “influencer channel” and a post-sale “retention channel.” More recently, he refers to these motions as Influence, Land and Expand, which gives the retention channel a larger role in not only retaining but also growing accounts.

“Because almost every company in every industry is thinking about or actively converting to a recurring, subscription-based model, a new ‘retention channel’ is starting to take hold,” McBain wrote in 2020. “Knowing that the customer journey never ends in a subscription scenario and that brands will need to re-earn a customer’s business every 30 days, partners that can drive adoption, ongoing customer experience, and the ability to upsell and cross-sell become critically important.”

Certainly, the emergence of subscription- and consumption-based delivery models, i.e., Everything as a Service (XaaS), make a strong case for retention channels. But its merits extend to all B2B sales models that rely on upgrades, expansions, upsells, cross-sells, renewals, etc.

That’s because customer retention is proven to increase profits and valuation. It’s widely accepted, for example, that a 5 percent increase in customer retention can boost profits by 25 percent or more because these customers often become repeat buyers and, what’s more, contribute to the company’s customer base through referrals.

Who are retention channel partners?

The retention channel is not a homogenous group. It includes various partner types, such as consultants, integrators, suppliers, distributors, technicians, service providers, trainers, analysts and others as dictated by the industry.

Each type of partner has a unique role that can enhance customer satisfaction and loyalty. Some examples from the technology channel ecosystem include:

• Consultants — While often viewed as part of the “influencer channel” because they recommend products and services, consultants are also essential players in the retention channel for providing ongoing validation of vendor selection and delivering training to drive the adoption of the solution they recommended.
• Technicians — Technicians ensure systems or software are configured and installed correctly to maximize value. In some situations, technicians can be on call to handle questions and troubleshoot issues.
• Integrators — Integrators connect new systems or software to the existing customer IT environment, ensuring that it works properly and addressing any issues as they arise. They also may recommend enhancements to improve the overall value of the solution.
• Managed Services Providers — MSPs ensure the smooth operation of systems so that they function as advertised. They also often provide around-the-clock monitoring and, in some cases, rapid response support.
• Technology Alliance Partners — Typically, alliance partners offer complementary technology that augments the value of the primary vendor’s solution. One example is a network provider delivering VoIP-ready network connections using software-defined wide area networking (SD-WAN) to support quality of service (QoS) for cloud phone system customers. In some cases, these alliances are hidden behind white-label agreements.

How do retention channels add value?

By leveraging the capabilities of each partner type, businesses can deliver a holistic retention strategy that addresses multiple customer touchpoints and needs. Examples include:

• Customer Training — Partner-led webinars, seminars, and training programs can enhance customer skills, adoption and value realization.Customer Support — Access to timely and effective technical, administrative, user or other support can improve overall satisfaction.
• Bundled Offers — Complementary products and services can be delivered (often at discounted rates) to increase the value of both offer
• End-to-End Solutions – Where possible, partnering with multiple vendors can deliver complete solutions so customers don’t look elsewhere.
• Vertical Expertise — Expert advisors in industries such as health care, finance or manufacturing can tailor solutions to meet vertical use cases and maximize results.
• Geographic Presence — Partners in complementary geographies can provide in-market or in-language support to improve customer interactions.
• Analytics & Insights — Real-time and historical metrics can validate the solution’s effectiveness.
• Audits & Reviews — Financial, technical or business reviews can help to ensure solutions are delivering desired outcomes, identify areas of improvement or uncover opportunities for innovation.

Beyond Retention to Growth & Advocacy

Retention channel partners are increasingly vital to elevating customer value and customer experience. By formalizing and nurturing these relationships, B2B organizations can improve customer retention, grow customer revenue and increase customer lifetime value. If done well, they can even turn customers into advocates and influencers, but that’s a blog for another day. Stay tuned!

Ready to see how the ZiftOne platform and ecosystem can help you retain customers?

Demo the ZiftONE platform today!

The post The Retention Channel: How and Why to Use It appeared first on Zift Solutions.

Why are so many companies recruiting leaders to build RevOps?

“Businesses are selling into more channels and business models than ever before, making revenue management a significant challenge,” explains Forrester in its report The Rise of Revenue Operations. “As this complexity grows, so does the need for a cohesive department to accelerate growth and provide predictable revenue.”

RevOps is not focused on simply selling more but on keeping customers by delivering value across the customer lifecycle. That means breaking up silos and taking a holistic approach to revenue generation and management spanning departments, sales channels and partner ecosystems.

The emergence and increasing dependence on ecosystem partners for referrals, sales, service, deployment, integrations and retention is a significant driver for RevOps. Without it, organizations will struggle with a fragmented approach to revenue growth.

In this blog, we’ll explain RevOps, its benefits for partner-driven organizations and best practices for success.

What Is Revenue Operations?

Forrester defines RevOps as a business strategy designed to maximize customer lifetime value and company performance by unifying and optimizing data, processes, technology and talent across the customer lifecycle.

Let’s unpack that definition by taking a look at the essential components that make up end-to-end RevOps:

• People – All go-to-market functions like marketing, sales, service and partner channels must be aligned and work in concert to support the customer lifecycle.
• Processes – Enabling all these entities, including external partners, to work together requires cross-functional workflows and systems integration to support handoffs and information sharing.
• Data – Similarly, customer data must be unified and accessible across all departments and partner channels for a single source of truth.
• Technology – To make all this work seamlessly and automatically, the tech stack must support unified data and interconnected workflows across departments and partner channels.

What Are the Benefits of RevOps?

RevOps delivers many benefits to organizations by creating an end-to-end view of the customer lifecycle across the organization, including all functions and ecosystem partners, Gartner cites the following benefits in its report, Innovation Insight for the Transformation to Revenue Operations:

• Efficiency — An interconnected and observable revenue process enables organizations to see and address roadblocks across departments and partner channels much more quickly than one that’s siloed.
• Predictability — By assigning ownership, benchmarking and monitoring of Key Performance Indicators (KPIs), businesses ensure consistent performance across departments and partner channels.
• Elasticity — With a holistic view of all routes to market, companies can scale up or down in response to shifting priorities.
• Resiliency — End-to-end visibility enables companies to proactively identify potential revenue disruptions and adjust to avoid them.

Overall, these changes lead to:

• Improved customer experience, which is the battleground where customers are won or lost
• Improved business decision-making based on data instead of best guesses based on incomplete information
• Improved revenue retention and growth by boosting customer lifetime value

What Are Best Practices for RevOps?

RevOps holds significant upside for partner-driven organizations to improve revenue management, but it requires a commitment to change go-to-market motions and restructure existing operations. To ensure success, follow these best practices:

• Secure Stakeholder Buy-in – For RevOps to be successful, it’s critical to have buy-in from the top down. Naming a CRO is a great start. But it also means educating stakeholders, including partner channels, about the benefits of RevOps and securing their support for the initiative, including use of tools that facilitate a holistic view.
• Prioritize the Customer Experience – Ensure all stakeholders understand customer pain points and align RevOps to address them, driving customer satisfaction, revenue retention and growth.
• Align Departments & Channels – Ensure that sales, marketing, service and partner channel teams have aligned goals and KPIs and understand how their efforts contribute to the revenue process.
• Standardize Processes – Document processes across the revenue lifecycle so all parties, including partner channels, know their roles and responsibilities, reducing overlap and inefficiencies.
• Communicate & Iterate – Regular check-ins, meetings, and feedback sessions can help identify bottlenecks, share best practices, course correct and keep everyone on the same page.
• Unify Data Management – Centralize customer data to ensure all teams, including partner ecosystem leaders, are working with the same information. Doing so ensures accurate forecasting, better customer insights, and a seamless customer experience.
• Embrace Data-Driven Decision Making – Regularly review analytics, KPIs, and other metrics to refine strategies and ensure you’re on the right track.
• Integrate Your Technology Stack – Select technology platforms that integrate across different functions. Customer relationship management (CRM), Partner Relationship Management (PRM), marketing automation and customer service tools should speak to each other.

Select the Right RevOps Technology Platform

The promise of RevOps is only realized by successfully orchestrating workflows and data from across internal functions and external partners. That requires a technology platform like ZiftONE PRM that simplifies RevOps by integrating the tech stack, automating data exchange, ensuring smooth information flow and unifying data across the entire ecosystem.

The post RevOps, Explained appeared first on Zift Solutions.

The Marketing Disconnect

Unfortunately, according to Forrester Research, only 43% of partners report to the marketing department, leading to a slew of data-related issues. Why is this a problem?

Limited Access to Customer Insights: 

When channel partners do not report to the marketing department, it often means that they have limited access to valuable customer insights and data. Marketing departments typically gather and analyze customer data, including behaviors, preferences, and trends. Without access to this information, channel partners may lack the critical insights needed to tailor their sales and marketing efforts effectively.

Misalignment of Strategies: 

Effective collaboration between vendors and channel partners relies on alignment in strategies. When partners operate separately from the marketing department, there’s a risk of misalignment. Vendors may have specific marketing and sales strategies in mind, but if partners are not closely integrated into these strategies, they might pursue their initiatives, potentially leading to conflicting or disjointed efforts.

Informed Decision-Making: 

To make informed decisions about how to approach customers and meet their needs, channel partners require access to current and relevant customer data. Without this data, their decision-making may be based on anecdotal information or outdated insights, which can result in suboptimal sales and service strategies.

Enhanced Customer Satisfaction: 

Effective sharing of end customer data can significantly enhance customer satisfaction. When channel partners have access to up-to-date customer insights, they can provide more personalized and relevant experiences to customers. This, in turn, can lead to increased customer loyalty, satisfaction, and higher chances of renewals, upsells, and cross-sells.

Optimizing Sales and Marketing Efforts: 

Data-driven decisions are essential for optimizing sales and marketing efforts. When channel partners have access to marketing data, they can refine their messaging, target the right customer segments, and execute campaigns more effectively, ultimately driving better results.

Vendors have to work to break down information silos and foster closer collaboration. Sharing end customer data can bridge these gaps, ensuring that partners are well-informed, aligned with vendor strategies, and capable of delivering superior customer experiences that lead to increased revenue and business growth.

Set Yourself Apart

Differentiation often spells the difference between thriving partnerships and fading into the background. Both partners and vendors have an opportunity to stay top-of-mind in each other’s organizations by sharing customer data and working together to win deals. After all, research from Forrester has shown that organizations with a system of data-driven insights are 140% more likely to create sustainable competitive advantages and 78% more likely to grow revenue. That’s a clear call to action. So how can vendors that leverage the power of data in their partner programs set themselves apart in the minds of their partners?

Transparency and Trust: 

Building trust is the foundation of any successful partnership. When vendors share end customer data with their partners, they demonstrate transparency and a commitment to mutual success. This fosters trust and strengthens the partnership, making partners more inclined to collaborate closely.

Tailored Partner Experiences: 

The data shared can be a goldmine of insights into customer preferences and behaviors. Vendors can use this information to provide partners with tailored support, marketing materials, and sales strategies. This tailored approach not only enhances partner performance but also delivers on the promise of partnership, inspiring loyalty.

Educational Initiatives: 

Many partners may want to embrace data-driven collaboration but might not know where to start. Vendors can take the initiative by offering educational resources and training programs. These initiatives can empower partners to harness the power of data effectively.

Collaborative Tools: 

Vendors can invest in tools like Partner Relationship Management (PRM) that facilitate seamless data sharing. These tools can provide partners with easy access to relevant data, ensuring that collaboration becomes a natural part of the partnership.

By sharing valuable end customer data with their partners and offering support in navigating this new terrain, vendors can create a unique position for themselves in the minds of their partners. The result is not only increased loyalty but also a stronger competitive advantage and revenue growth. 

It Isn’t Only Your Mandate

While it’s clear that vendors stand to gain from sharing end customer data with their partners, the equation of data-driven collaboration is incomplete without partners reciprocating. The aggregated data not only provides vendors with insights into partner engagement but also holds the key to optimizing mutual success.

Think about this: When vendors receive aggregated data, it offers valuable insights into how engaged their partners are. This data sheds light on which partners actively utilize the vendor’s sales and marketing initiatives. Moreover, it aids vendors in understanding how partners go about setting up, implementing, and providing support to end customers.

This data is not just valuable for vendors but equally essential for partners themselves. Here’s why:

Informed Decision-Making: 

Partners can leverage this data to make informed decisions about their engagement with the vendor’s sales and marketing programs. By understanding which strategies are yielding results and which need adjustment, partners can optimize their efforts to better serve end customers.

Mutual Growth: 

Data sharing fosters a culture of mutual growth. When partners provide vendors with insights into their activities and successes, it enables vendors to better support and tailor resources to their partners’ specific needs. This collaborative approach can lead to better results for both parties.

Strengthened Relationships: 

Reciprocal data sharing strengthens the vendor-partner relationship. It’s a two-way street that builds trust and mutual understanding. Partners who share data signal their commitment to collaboration and success, which can lead to increased support from vendors.

Enhanced Channel Management: 

Just as vendors benefit from understanding partner engagement, partners benefit from understanding how their efforts contribute to the vendor’s overall success. This insight can guide partners in configuring, implementing, and supporting end customers more effectively.

The Bottom Line

The importance of sharing end customer data between vendors and their partners cannot be overstated. It is a pivotal step toward fostering collaboration, driving revenue growth, and staying ahead in the competitive landscape. To optimize sales and marketing efforts, vendors must break down information silos and prioritize transparency and trust. Sharing customer data not only enhances loyalty but also creates a stronger competitive advantage.

However, it’s essential to recognize that data-driven collaboration is a two-way street. This synergy ultimately benefits both vendors and partners, leading to more effective channel management and increased success.

We all know that data is king, and organizations that embrace data-sharing as a cornerstone of their partnership strategy will not only set themselves apart but also position themselves for sustained growth and competitive advantage. 

The post Sharing is Caring: The Importance of Data-Driven Collaboration appeared first on Zift Solutions.

Thorough Market Research and Segmentation

We all know that knowledge is power, so when it comes to your channel, you have to go beyond just investigating whether or not there’s an appetite for your solution overseas. What is the ideal partner profile for an indirect seller in an international market? What cultural hurdles are you going to have to jump? What do the economics look like in that region, and how do partners expect to be compensated? What regulatory red tape are you going to have to navigate? Segmentation is equally important. A one-size-fits-all approach rarely works in the indirect channel global arena. Segment your global market to cater to the unique needs and preferences of each region and its partners. This segmentation will guide your marketing, sales, and support efforts, ensuring that you connect with partners and customers on a personal level.

Localization of Content and Resources

Language is a powerful tool, but one that’s not easy to master. Prioritize content localization to bridge the language gap and demonstrate your commitment to the regions you serve. Translate marketing materials, product documentation, and training resources into the languages of your target markets. This extends beyond translation to adapting content to align with local cultural nuances, ensuring that your message resonates authentically. PRM systems with localization capabilities can be invaluable in this regard. They efficiently distribute marketing collateral and training materials in multiple languages, ensuring that partners have access to relevant content that speaks to their audience.

Cross-Cultural Training and Support

So you have a big partner here in the States that wants to help you go global. If an American from the Northeast is confused by the culture of the South, imagine how lost your team and partners might be trying to figure out the culture of a completely different global geography. Effective cross-cultural communication is a cornerstone of global success if you want your North American partners to make inroads overseas. Provide your channel partners with cross-cultural training to help them navigate cultural differences and understand local business customs. This training goes beyond language and includes sensitivity to cultural nuances, etiquette, and communication styles.

Careful Selection of Regional Channel Partners

You know that not all partners are created the same. Your choice of channel partners can significantly impact your success in global markets, so do your research and be selective. Opt for partners who possess deep knowledge of their local markets. Partners with strong local connections and market expertise are better equipped to navigate regulatory complexities, connect with customers effectively, and represent your brand authentically.

Streamlined Global Partner Management Processes

Efficiency and consistency are key in managing global partners because you don’t want to have to develop whole new systems and processes every time you expand into a new geo. Develop standardized yet flexible global partner management processes that can be adapted to regional requirements. Ensure that these processes are well-documented and easily accessible to all partners. (Hint: your PRM can come in very handy here.)

Global Partner Collaboration Initiatives

If you have a North American partner who’s a whiz at your product or service, and a global partner that’s willing to sell it but may not posses that granular knowledge, why not instigate a partner-to-partner relationship? Global collaboration is a catalyst for success. Organize global partner conferences or virtual summits to foster interaction among partners from diverse regions. These events provide valuable opportunities for cross-cultural networking, knowledge sharing, and collaboration. On that note…

Global Partner Advisory Council

Host a powwow. A Global Partner Advisory Council can be a game-changer in your global strategy. This council, comprised of representatives from various regions, serves as a platform for partners to provide input, discuss global strategy, and share best practices. Host virtual advisory council meetings, providing a secure environment for confidential discussions among representatives from diverse regions. This collaborative approach ensures that your global strategy benefits from the collective wisdom and insights of your partners on the ground.

In the End

It’s a big world, but someone has to conquer it. To excel on a global scale, vendors must employ thought leadership strategies that embrace diversity and foster collaboration. Keep an open mind about what your ideal partner looks and acts like, and be prepared to adapt. Your local strategy is (or should be) very different from your global strategy, so put some thought into it, consult with team leaders and partners in the area, and explore different methods of collaboration. Go take over the world.

The post Let’s Conquer the World: Tips on Going Global with Your Channel appeared first on Zift Solutions.

Clear Channel Partner Agreements

It’s a headache for legal, but it’s an essential first step. The foundation of any successful partnership lies in clear and comprehensive agreements. Start by establishing well-defined agreements that outline the roles, responsibilities, and expectations of both parties involved. These agreements should go beyond the basics and include specific rules and guidelines for conflict resolution. By setting clear boundaries and expectations from the outset, you can significantly reduce the chances of conflicts arising.

Effective Communication

It still amazes us how many vendors need to be told that open and transparent communication is the lifeblood of any healthy partnership. Establishing clear communication channels with your channel partners is essential. Regularly update them on product launches, promotions, and any changes to your business strategy that may result in them having a deal stolen. Keeping your partners in the loop prevents surprises that could lead to conflicts. Furthermore, encourage your partners to provide feedback and share their concerns openly, fostering a culture of trust and collaboration. That feedback loop will not only help you serve your partners better, it will also make them feel heard and appreciated.

Deal Registration 

Your partners don’t want to spend months developing a relationship only to have it stolen out from underneath them at the last minute. So how to prevent it? Deal registration is a critical component of conflict prevention. You can manage this with spreadsheets and manual processes to a point, but eventually, you’ll need to implement a Partner Relationship Management (PRM) system that allows your channel partners to register their leads and deals so the rug isn’t pulled out from underneath them. This not only provides visibility into the sales pipeline but also protects the interests of your partners. It’s crucial to ensure that the PRM system is user-friendly and provides real-time tracking, making it easy for partners to use and stay engaged.

Rules of Engagement

We can’t overstate how important a rock-solid rules of engagement (ROE) is to solidifying trust and loyalty with your partners…assuming you’re incentivized enough to make people stick to it. These rules should dictate how conflicts are resolved within the partnership. For example, you might prioritize the partner who registered the deal first or assign a mediator to handle disputes. By having predefined processes in place, you can address conflicts swiftly and fairly, preventing them from escalating. It’s essential that your direct teams understand and abide by the ROE, otherwise, what’s the point? Executive air cover is so important when dealing with channel conflict. You need buy in from the top levels to say, “This type of deal goes to a partner.” Most of the time, it’s deal size. Why would you spend your direct sales team’s time going after smaller accounts than attacking the big boys? This is why you built a channel. 

Regular Training and Enablement

Education is your most valuable weapon, particularly around ROE and deal reg. When you short-shift training and enablement, you’re setting yourself up for big conflicts down the road. Investing in the training and enablement of your channel partners is a proactive step in conflict prevention. Ensure that your partners have a deep understanding of your products, target audience, and market positioning. When partners are well-informed, there is less room for misalignment and competition within the channel. Training also helps partners identify opportunities for collaboration rather than competition.

The Win-Win Scenario

Who doesn’t like to be rewarded? There are two paths here: partners co-selling with direct sales, and (perhaps more importantly), partner working together to close a deal and make it work for both parties. We’re seeing more and more partner-to-partner collaboration these days, and it doesn’t take a genius to recognize that such collaboration can only be a good thing for you. Incentives can be powerful tools for shaping partner behavior. Implement performance metrics and incentives that encourage collaboration among your channel partners. Consider rewarding partners for working together, cross-selling each other’s products, or helping each other achieve their sales goals. When partners are incentivized to collaborate, conflicts are less likely to arise.

Market Segmentation

As we alluded to earlier, it’s imperative to determine who gets to go after which customer types. Maybe direct sales and enterprise partners only are allowed to go after the big fish, with all other partners snagging the SMB opportunity. Maybe you’re expanding into a new geo and want direct sales to be the only ones representing your brand. Or maybe you want to tackle a new vertical that a few of your partners have a solid track record in selling, so you feel most comfortable throwing the deal to them. Whatever the case, market segmentation can be a valuable strategy to reduce overlap among channel partners. Assign specific territories or customer segments to individual partners or your direct sales team. This approach minimizes the chances of partners targeting the same customers, reducing the potential for conflict.

Escalation Process

You aren’t going to be able to navigate this without someone complaining, and that’s okay – that means the partner is invested in your solution. Despite your best efforts, conflicts may still arise. In such cases, you have to have a clearly defined and communicated escalation process in place for resolving disputes that cannot be resolved through standard channels. Define a path for disputes to be reviewed and mediated by higher-level management if necessary. This ensures that conflicts are addressed promptly and fairly.

Legal Counsel

If worse comes to worst, have legal counsel on hand. You probably won’t need it, but better to have it and not need it than need it and not have it. Legal experts can help mediate disputes and ensure that channel partner agreements and rules are legally enforceable. While involving legal counsel should be a last resort, it can provide a final resolution when all other avenues have been exhausted.

The Bottom Line

Don’t be the vendor that everyone trash talks at conferences and in peer groups. You have to address channel conflict at the very beginning, or you’ll be stuck in a sticky wicket where no one knows what the rules are and how to avoid breaking them. Remember that preventing conflicts is not just about avoiding problems but also about nurturing stronger and more productive partnerships that benefit all parties involved.

The post The Top Complaint from Partners about Vendors is Entirely Avoidable appeared first on Zift Solutions.

Almost a quarter of companies say that it takes partners over a year to become fully productive, and that’s just too long. Luckily, partner onboarding is an area in which we have a solid expertise, so we’re here to help. Here are 10 best practices to onboard partners quickly, smoothly, and efficiently.

Clear Communication

It sounds intuitive, but we’re surprised quite a bit by the number of vendors that haven’t set up clear and open lines of communication with their partners. This is something that should be done at the outset so no one is surprised. Give your partners a detailed roadmap of what they can expect during the onboarding process, including your company’s goals, any timelines the partner needs to adhere to, common hiccups in the process and how to overcome them, and who to reach out to for help.

Customized Training

Not all partners are cut from the same cloth. You have resellers, referral partners, MSPs, ISVs, and a dozen other types of partners. You have SMBs and enterprises. You have partners with high levels of technical acumen and others who need a bit more help. Your onboarding program should accommodate the unique needs of and capabilities of each partner. Take a personalized approach to each partner segment to make sure partners get the training and resources that are most relevant to their business model and target audience.

Documentation and Resources

Your partners don’t want to have to call you every time they have a question (and you don’t want that, either), so make sure you have a comprehensive repository of training materials, documentation, and resources. Product guides, sales playbooks, marketing collateral, training videos, and any other relevant materials need to be easy to track down and access.

Online Learning Platforms

We harness technology everywhere else, so why wouldn’t you do it for training and onboarding? Learning management systems (LMS) or online training platforms are indispensable tools for efficient onboarding. They let you deliver the training modules your partners need, and they let your partners access them on their own time and at their own speed. A good LMS will let you monitor partner progress to make sure everything is completed on time and give you the capability to follow up with nudges when needed. Speaking of…

Progress Tracking

If you want partners to get to revenue fast, you need to stay on top of their onboarding progress. Have a system in place to track partner advancement – as a bonus, this also helps you identify any systemic bottlenecks or things in your process that aren’t working and need your attention. Remember, partners are busy folks, and you’re only one vendor in a long stack that is asking for their time, so sometimes you have to stay on them. If it puts money in their pockets quickly, they won’t mind (too much).

Feedback Loops

Your partners are your greatest source of truth, especially when it comes to processes like onboarding. You need that constructive feedback to make continuous improvements and address any pain points or challenges that partners encounter. Make sure you have a system in place to encourage open communication in order to build a collaborative relationship.

Certification Programs

Who doesn’t like getting a gold star? Offering certification programs can serve as a powerful motivator for partners, instilling a sense of achievement and recognition while also making sure your partners are equipped to sell and service your solution. Certs also exhibit partners’ commitment to your brand, foster trust, and build loyalty. You and your partners want them to be trusted advisors and subject matter experts to the end user, so put some thought and strategy into designing a certification program.

Integration with PRM Software

You knew we had to talk about PRM somewhere! PRM software really can streamline and automate your onboarding process. They’re designed to simplify partner management, making it easier to track performance, automate workflows, and provide real-time insights into the onboarding process. You can create customized onboarding plans based on partner type and maturity through a PRM. Not to mention they can also help you centralize partner data and communications for more efficient collaboration.

Ongoing Education

Partner onboarding is not a one-and-done event. It’s a continual process to make sure your partners are best equipped to represent your product or service on an ongoing basis. Make sure you’re offering partners opportunities for ongoing education so they stay informed about product updates, market trends, and sales strategies. Invest in their knowledge and skills so they continue to invest in you.

Incentives and Rewards

It’s human nature to want to get something in exchange for doing something, so consider offering incentives or rewards. Giving them to partners who successfully meet predefined milestones during onboarding can create a powerful mechanism for motivation and engagement. Lots of partners also exist in a sense of “co-opetition” and friendly rivalries. When partners see their peers reaping rewards for hitting goals, it creates a good-natured, competitive atmosphere that encourages everyone to perform at their best.

The Bottom Line

When you’re eagerly awaiting your partners’ revenue contribution, the onboarding process can feel painfully slow and uncertain, not just for you, but for your partners. Focus your energy on streamlining onboarding, enhancing partner engagement, and making sure your partners are well-equipped to start selling sooner rather than later. No one likes the waiting game when it comes to making money.

The post All Aboard! 10 Best Practices for Channel Partner Onboarding appeared first on Zift Solutions.

Let’s take a look at how tiered partner program models are structured, why tiering compliance is important for the success of your indirect sales channel, and how you can better ensure compliance in your partner program.

What is a Tiered Partner Program?

A tiered partner program segments partners into levels of engagement and performance, with each tier carrying a set of qualification criteria and associated benefits. While the industry trends are changing, the most well-known version of a tiered partner program is to assign “metal” levels, such as bronze, silver, gold, and platinum. Partners in the bronze category typically aren’t high-performers and only receive basic program benefits, but as they climb up the tiers on their way to platinum, they get commensurately greater benefits.

What benefits and resources do programs include in these tiers? Perks can vary widely based on a program’s maturity level and size. Most commonly, tiered programs include the following elements, though there are no limits to the benefits a creative vendor can include in their program:

• Partner service and support levels
• Marketing tools, campaigns, and collateral
• Sales and technical training/certifications and similar enablement resources
• Rebates and margins
• Market development funds (MDF) and business development funds (BDF)
• Partner awards

Partners typically graduate from one tier to another by meeting incremental revenue thresholds and/or specific training criteria. For example, a program may require a silver-tier partner to sell $500,000 in monthly recurring revenue (MRR) of supplier services and have at least five members of staff certified in both technical and sales training. The next threshold for a gold-tier partner may require selling a higher MRR number and more staff certifications.

On the training and certification end of things, partners may need to acquire the right skills and learn the right processes to deploy or sell the vendor solution, and these requirements may increase the more comprehensive the solution is. For example, selling complex IT infrastructure may require a partner to regularly recertify for both sales and technical certifications every quarter in addition to established revenue attainment goals. However, a vendor selling a SaaS solution may only require regular recertification on sales training and revenue production.

Partner programs also might base tiers on partner type. For instance, a white-label reseller of hosted PBX services usually has to meet higher revenue thresholds than sales agents or referral partners. Why? It makes sense if you break it down.

White label or wholesale programs generally require more investment from the onset of the relationship in the form of communication and integration between organizations from both the vendor and the partner. A key reason for this is that new installations, service requests, and support issues have to appear to the end customer to be resolved by the partner’s staff while often actually being addressed by the hidden wholesale vendor.

Conversely, sales agents and their suppliers don’t have to carefully integrate organizations to service their joint end customers and can often be more explicitly transparent about how and whom is solving a problem; the sales agent simply informs the upstream provider that the service is having issues and responds to the end customer letting them know the vendor is addressing the issue.

The partner in wholesale arrangements is nearly always managing an ongoing relationship with the end customer, whereas a sales agent or referral partner might have a limited series of interactions with the customer pre-sale and ending at the point-of-sale.

A partner program targeting both channels has to set up two completely different program models to serve these two partner types and the adjust their requirements and benefits accordingly. Not an easy ask.

Today’s partner programs have the added challenge of supporting a holistic partner ecosystem encompassing various partner types – not all of them transactional. Some are influencer or retention partners, for instance.  Within each of these buckets are many different types of partners. Each partner type requires its own programmatic needs, which makes tracking and compliance exponentially harder for channel leaders. The different partner types within a partner ecosystem can include:

• Retention Channels – Retention partners are responsible for helping to retain the use of a tech vendor solution by proxy through the delivery of the partner company’s services
• Influencer Partners – Influencer partners within a partner ecosystem are responsible for “influencing” the decision-making of an end customer to purchase a vendor solution but are not directly involved in the transaction
• Technology Members – Also known as an integration partnership, a technology alliance partnership is the partnering company’s products integrated to deliver additional value to the customer. Companies pursue technology partnerships if their platforms benefit from the additional capabilities and features of the partners’ solutions.
• Strategic Alliances – Sometimes referred to as strategic partnerships, strategic alliances align the long-term goals of two or more companies. These are multi-department commitments with clearly articulated goals and investments for both organizations. Companies may enter these partnerships because they have the same end customers or plan to enter a new target vertical with complementary solutions.
• Business Channel Alliances – A channel alliance is an arrangement where a vendor engages a partner to resell, manage, and deliver the vendor’s product to market. The partner makes money through vendor referral fees, margins, or commissions and by selling complementary services. The vendor benefits from the partners’ existing customer relationships and a faster go-to-market timeline.
• Transaction & Transaction-Assist Channels – These partnerships facilitate transactions between a vendor and an end customer. Unlike business alliances, these partners only facilitate the purchase in exchange for compensation.

Why Does Partner Program Tiering Compliance Matter?

It’s no good setting up these tiered criteria if you can’t make sure your partners are compliant with them. Trust us, the finance department is going to want to see tiering compliance on paper. Verifying that your partners are in the correct tier is paramount since compensation (e.g., margins, commission rates, bonuses) and resources (e.g., sales and marketing support) are tied to achieving those levels. If a partner doesn’t meet the required qualifications, then you risk spending more to support that partner than you projected to receive in return. Applied across your entire partner base, it’s easy to see how this imbalance can add up, reducing the ROI on your partner program.

How do Partner Programs Ensure Tiering Compliance?

Tiering compliance grows in complexity as you add partners in number and type. While you’re welcome to try, you’ll soon find that spreadsheets are insufficient to track the number of variables you need to stay on top of; automation combined with a programmatic process can help you scale and deliver better results. Here are a few ways to apply a combination of people, processes, and technology to your compliance program:

• Streamline Partner Tier Tracking Through Automation – A partner relationship management (PRM) solution is the most valuable tool at your disposal for scaling program elements, including tier compliance and management. The PRM can segment data from each partner to help determine which tier they fall into with minimal manual data entry from your staff. ZiftONE, for instance, comes with a Partner Groups functionality that enables sending key messages, campaigns, and collaterals to specific segments, including filtering by partner tier. The PRM stops your team from manually reviewing spreadsheets and comparing partner data to established program tier requirements. Now they’ll get time to create a comprehensive plan to move a strategic partner to the next tier and get a higher ROI from the engagement.
• Incorporate Tier Status in To-Partner Communications – Nothing should ever be a surprise to your partners, especially a change in tiers. Make a partner’s tier status and actions to reach tier visible on your portal. You could even include it on your portal home screen after login, as it is a key item partner programs are looking for.
• Discuss Tier Status in QBRs & Check-Ins – Hold quarterly business reviews or regular check-in meetings to ensure strategic partners are on track to meeting goals and setting new targets in the joint partner business plan. An easy way to make sure your key partners are in tiering compliance is to make partner tier status an agenda item in the meeting. And never come to a QBR without doing your homework first. Bring your PRM reports to the call to illustrate the current status and outline specific steps to help them move forward. For example, if a strategic partner in the gold tier is close to reaching the platinum tier, you can suggest actions such as an MDF-eligible campaign that may help them reach the next tier this quarter.
• Evangelize Partner Successes & Tier Advancement – Recognize your successful partners on win wires and case studies as examples of how to perform well in your program. Win wires can take multiple formats such as a blog, case study or video interview with the partner and detail the partner challenge, vendor solution and results of the implementation. It’s important to communicate what success looks like to partners in lower tiers so that they’re motivated to level up. Plus, this will help newer partners get a better sense of how to apply your solutions to their customers if they happen to be unfamiliar with your types of services. Additionally, providing partner awards for tier advancement will create further public recognition of partner achievement, encouraging competition and ultimately more revenue.

Partner tiering is a proven way to grow revenue from the indirect channel, as it incentivizes a stronger go-to-market partnership. The more your partner invests in your program, the more you invest in them. It’s a virtuous cycle. Make sure that your tiering program delivers that growth you project by ensuring compliance as you scale.

Ready to take the complexity out of Partner Tier Compliance Tracking? Demo the ZiftONE platform today.

The post How Partner Programs Can Ensure Tiering Compliance appeared first on Zift Solutions.

Only to find out those don’t work, either.

In marketing, success comes from discipline and consistency. With the right marketing strategies, building materials companies can skyrocket their ROI, reaching their ideal customers and generating sales leads. And when they use their network of channel partners effectively, they can further compound that ROI.

In this article, we will explore the key components of a successful marketing program for building materials companies and how they can use them to their fullest effect. We’ll also provide insights for how they can involve their channel partners in their marketing programs, unlocking their full potential to maximize ROI.

Attract and Engage Potential Customers with Content Marketing

Content marketing was made for the building materials industry. That’s because most building products are “high consideration” purchases. Whether it’s commercial or residential construction, the products will be in place for a long time. Customers – whether they are contractors, architects, builders or even consumers – want to know as much as they can about the products they buy.

Content marketing is a powerful tool for building materials companies to educate, inform and engage potential customers. By creating valuable and informative content, companies can position themselves as industry experts and build trust with their audience.

There are endless types of content building materials companies can use. Blog articles, white papers, case studies, installation videos, and how-to guides are just a few. The right mix depends on the specific needs and pain points of the manufacturer’s target customers.

The keys to success are patience and consistency. Content marketing is a long-term strategy. To maximize ROI, building materials manufacturers should understand that it can take months for a program to generate results, and that consistently staying in front of customers will have a cumulative effect on their results.

How to Involve Channel Partners in Content Marketing

A manufacturer’s channel network provides an opportunity to amplify their content marketing efforts. By providing blog posts, white papers, and other content through their channel management portal, manufacturers can give distributors the opportunity to customize the content for their specific markets. This allows them to be positioned as experts and trusted advisors, as well as the manufacturer.

Nurture Leads with Email Marketing

Although it’s been around for over 30 years, email marketing continues to be one of the most effective ways to nurture leads and turn them into loyal customers. Through personalized and targeted email campaigns, companies can stay top-of-mind with potential customers and provide them with valuable information.

The key to maximizing ROI of email is to provide immediate value. Remember, people often receive hundreds of emails every day, so building materials manufacturers must give recipients a reason to open emails, read them, and take action.

Emails should focus on a key customer pain point first, then position a product or service as the solution. They should also be segmented according to where the recipient is on the customer journey, gradually nurturing them from initial awareness to purchase consideration. This will be different for every product category, so understanding the customer journey is critical.

How to Involve Channel Partners in Email Marketing

Using a channel management portal, building materials manufacturers can work with distributors to develop email lists segmented by geography, customer type, and other factors. This allows them to create highly targeted emails that provide greater value to the customers. They can also provide customizable email templates so channel partners can create their own email campaigns, creating more touch points with the customers.

Connect with Customers with Social Media

Almost every manufacturer has a social media presence, but not everyone does it well. Social media is an effective way to create connections, brand awareness, and trust with customers, but manufacturers should craft their social media strategy carefully.

This starts with understanding their audience and determining the platform(s) where they spend their time. Selecting the right platforms also depends on the nature of the products the manufacturers offer. LinkedIn, for example, provides an excellent opportunity to engage with builders, contractors and architects with content that helps them run their businesses. Instagram, however, works well for manufacturers who offer more “photogenic,” design-oriented products.

While providing compelling content is important, many manufacturers overlook the importance of engaging with their customers on social media. By responding to comments and engaging in conversations, companies can build relationships with potential customers and create a sense of community. This fosters trust and loyalty, increasing the chances of converting leads into customers.

How to Involve Channel Partners in Social Media

Many building materials distributors and contractors don’t have the staff or know-how to use social media effectively. Manufacturers can help by providing assets, such as photos and videos, through their channel management portals. They can also offer social media training webinars and customizable social media posts to make it easier for channel partners to run their social media effectively.

Discipline, Measurement and Channel Involvement

Marketing is an exciting field because there are so many possibilities and opportunities to be creative. Taking an experimental approach, building materials companies can set themselves apart from the competition, creating brand awareness and sales opportunities in the process.

However, it’s important to be balanced. Whether they are using content, email, social media, or any other marketing strategy, building materials companies should be disciplined and consistent, continually measuring and adjusting to find what works and maximize their ROI.

And most importantly, they should involve their channel partners as much as possible. They are the ones who interact most with the customers, so it’s critical that they are integrated into their marketing strategies.

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Want to learn more about how ZiftONE can streamline your dealer/distributor program? Check out our Building Material Manufacturers page.

The post How Building Materials Companies can Maximize the ROI of their Marketing Programs appeared first on Zift Solutions.

Was that forecast accurate? We’ve got some best practices for partner training based on input from channel experts, including:

• Stacy Conrad, Senior Vice President of Channel Sales for managed services provider TPx
• Amy Bailey, Founder and Owner of event planning and business consultancy Unusually Unusual Consulting
• Kathleen Martin, Principle at business community development firm Community Architect
• Theresa Caragol, Founder and CEO for channel consultancy AchieveUnite
• Khali Henderson, Senior Partner at technology marketing firm BuzzTheory

Want to skip ahead? Check out eight best practices for partner training programs in 2023:

1. Meet Partners Where They Are with Hybrid Training Options 
2. Colocate Partner Training Sessions with Major Partner Events & Summits 
3. Make Partner Training Content Available On-Demand 
4. Reiterate Your Channel Value Proposition During Partner Training 
5. Gamify & Reward Partner Training to Boost Engagement 
6. Optimize Partner Training for Scalability & Speed-to-Delivery 
7. Keep Partner Training Content Current & Relevant 
8. Dedicate Staff Resources Across Multiple Departments to Partner Training 

What Is Partner Training?

Partner training is educational content, courses, and programs designed to teach ecosystem partners about supplier products and services so they can effectively promote, sell, deploy, and support them to end customers.

What Are Types of Partner Training?

Partner training isn’t one-size-fits-all. Training must be customized by partner type (e.g., referral, sales agent, reseller, integrator, and so forth.) and by departments within the partner organization (e.g., sales or technical).

The most common types of partner training include:

• Sales Training – The most common type of training, sales training educates partners on selling vendor services to end customers. The training typically covers customer pain points and challenges, problems the vendor solutions solve, and situations where the solution is or isn’t a fit.
• Technical Training – Technical training is designed to educate partner sales engineering, technical deployment, or support staff responsible for handling support requests, deploying services at customer locations, and/or monitoring, maintaining, and managing vendor solutions for the end customer.
• Compliance Training – A less common type of training, compliance training is offered by suppliers that must meet industry compliance requirements like HIPAA, CIPA, PCI-DSS, and more. Compliance training informs partners about these requirements and how the supplier’s solutions ensure compliance.

What Are Partner Training Delivery Methods?

Partner training is primarily delivered through two distinct delivery methods: in-person and online.

• In-Person Partner Training – In-person partner training is delivered in a classroom, seminar, or lab environment. Oftentimes, these trainings are held at the vendor’s offices or a conference facility. Common formats are “lunch and learn” or roadshow events. However, partner training may also be delivered coincident with an industry event or annual partner summit. Instructors typically are vendor subject matter experts but may include third parties.
• Online Partner Training – Online partner training is delivered in several ways, including virtual events, live or recorded webinars, partner portal content, or courses in a learning management system (LMS) or partner relationship management (PRM) software platform. Instructors typically are vendor subject matter experts but may include third parties.

In-Person Vs. Online Partner Training

While in-person training and online partner training are each designed to educate, they have strengths and weaknesses to consider when developing your partner training program.

The primary differences between in-person and online partner training include:

• Interaction & Engagement – In-person training allows for higher volumes of interactions between partners and suppliers, more opportunities for one-on-one discussions, more opportunities for authentic feedback, and higher chances of retention of information since multitasking is more difficult. Plus, the in-person format offers ancillary opportunities to network, build trust, and nurture relationships between suppliers and partners. Community-based learning between the partners themselves is easier to foster in an in-person training environment. Online training offers less opportunity for interaction as students often consume recorded content. Questions may be submitted even if they’re attending a live webinar or virtual event, but voice and text chat are often disabled to keep the training on track.
• Training Pace – In-person training and testing must be completed within a fixed timeline (four hours, eight hours, etc.), which may be challenging for some students to keep up. Even if first held live, online training sessions typically are recorded, enabling partners to review at their own pace and relisten to complex lessons to reinforce understanding.
• Guest Experts – Online training edges out in-person training when it comes to getting high-quality speakers and experts to present to partners since travel and time out of the office aren’t an obstacle. Additionally, if a supplier holds specialized training with an outsourced vertical expert or similar third party, the cost of paying for that expert’s time is greatly reduced in an online setting.
• Partner Attendance – Online training presents an opportunity to reach a wider audience of partners by eliminating the investments of time and money to travel to in-person training. In-person training is limited to partners with the resources to travel or who happen to be in the immediate vicinity of the training location. That said, if partner training is not required, online training attendance also may be low if the content is not compelling.

8 Best Practices for a Successful Partner Training Program

How should your partner program handle in-person and online partner training? Our expert panel shared the following eight best practices to keep in mind.

1. Meet Partners Where They Are with Hybrid Training Options

Our experts’ predictions that in-person training would increase in 2023 may have been accurate in comparison with the previous year, which was still under the shadow of the pandemic. However, our channel experts don’t see a return to pre-pandemic preferences for in-person training.

“I believe you will continue to see a hybrid [of in-person and online training],” says Kathleen Martin of Community Architects. “The pandemic showed how you can do both and be successful. I think the big change in the last four years is seeing vendors step up and meet their partners where they are, not just where they want them to be.”

Choosing the mix is dependent on a range of factors, such as type of training, budget constraints, and participant availability, says AchieveUnite’s Caragol.

For example, technical training may require engineers to be onsite with access to a learning lab, while sales training typically can be consumed easily online.

“In-person [training] allows for more questions, open dialogue, and going off-topic and simply strategizing,” says TPX’s Stacy Conrad. “But online training allows economies of scale where you can train a lot more people in a faster time frame.”

Amy Bailey of Unusually Unusual Consulting agrees. “People have become more accustomed to online training, but I think many still learn better with a live instructor,” she says, noting for that reason, the best partner programs will offer a combination of online training and in-person events to meet partners’ individual needs and preferences and drive engagement.

2. Colocate Training Sessions with Major Partner Events & Summits

Another way of boosting partner attendance at critical training sessions is to colocate with larger industry events or partner summits where partners will be present.

Community Architect’s Martin points out that there’s a time and place for all types of training events, but that the large-size pre-event day training will be the “winner” for many companies. “Adding on a day or half-day training session to an event where everyone is attending makes sense in terms of capturing an already-in-attendance audience and limiting additional time and expense with travel and logistics,” Martin says.

This strategy is also recommended by AchieveUnite’s Caragol, who notes that “…given the current condition of the market, budgets are being squeezed, so partners will prioritize which events and how many to participate in.” Combining training with a must-attend event can improve participation.

3. Make Partner Training Content Available On-Demand

Fighting for partner mindshare is a challenge across every element of the partner journey, including training. To combat this issue, Community Architect’s Martin anticipates programs will create more on-demand training for online learning management systems (LMS) housed in partner portals, especially in video formats.

“These training platforms give individuals the opportunity to consume and engage when it works within their schedules – not taking them out of the field (revenue producing time),” says Martin. “It is a win-win for vendors and partners when it comes to increasing engagement and participation.”

She explains that webinars and LinkedIn Live events will continue to be effective, but partners may not be able to attend in real-time, depending on their competing priorities, like customer requests.

Keeping this in mind, BuzzTheory’s Henderson also recommends adding recordings of live training sessions to your on-demand access library. “Whether you host live, instructor-led training in person or online, be sure to record video and make it available online and on-demand,” she says. “This will maximize your investment in the programming by extending it to a wider audience.”

Consider working with distributors, if applicable, to expand access to online training beyond your own partner portal or LMS. Unusually Unusual Consulting’s Bailey says many suppliers in the IT space are adding training sessions to portals and LMS platforms operated by their distributors and technology services brokerages (TSBs).

4. Reiterate Your Channel Value Proposition During Partner Training

Our panel notes that the most successful programs make the most of their time in front of partners by producing training that includes messaging about the value of partnering with their company.

“Never miss the opportunity to drive home the message of partnering with your company and the benefits that are unique compared to your competitors,” says Community Architect’s Martin

BuzzTheory’s Henderson explains that “students” attending the training may not be the same as the decision-makers who decided to partner with your organization. “It’s important that these sales, operations, and technical folks walk away from training understanding how working with your company makes their jobs easier – whether that’s by virtue of offering a solution that just works or by delivering support resources like marketing, sales, and support they need to be successful.”

Of course, you also need to back up those claims with actions. “Training is only one element of a partnership,” says AchieveUnite’s Caragol. “For the training to be received well, the overall program needs to be a great experience for the partner. The better the overall partnering experience, the more well-received the training will be.”

5. Gamify & Reward Partner Training to Boost Engagement

Gamification is a tried-and-true marketing tactic to increase partner engagement in training programs. Gamification typically offers incentives that create an engaging training environment and increases retention of course material. Common gamification elements include:

• Leaderboards
• Badges & Awards
• Certifications
• Access to MDF, BDF, or joint go-to-market campaigns

Martin encourages channel leaders to keep it simple so that everyone can participate. Engagement is key. She also encourages vendors to leverage the training program to help build a community. “People want to go where others already are,” she says. “Invite them [to] a private party of people just like them – all winners. Show them how to be the most ‘winning-est winner’.”

While some students will take pride in completing training, Unusually Unusual Consulting’s Bailey points out that partners like displaying a badge on their LinkedIn profiles that validates their training, certification, or expertise. Partner companies also like to advertise these achievements to help win over customers.

Bailey says effective gamification can also generate buzz and help boost partner recruitment for your organization. She cites an example from her previous role as Senior Vice President of Marketing at technology services brokerage Telarus, where the distributor developed the “Race to the Summit” training program, which encouraged partners to complete challenges similar to the reality show “The Amazing Race” and compete for a grand prize. As part of the race, partners “created Instagram posts, called channel managers for demos, and watched training videos,” says Bailey.

6. Optimize Partner Training for Scalability & Speed-to-Delivery

Like all the other elements of your partner program, training must be scalable. This means creating a core education program that applies to a majority of your partners and layering more specialized content on that foundation.

BuzzTheory’s Henderson explains: “Partner training is a lot like going to college. You want to get your 100- and 200-level prerequisites out of the way so you can advance to ‘upper division’ classes in your area of specialization or hear expert guest lectures on the state of the art or the current market outlook.”

Most importantly, Henderson says, on-demand delivery is key to scalability. “Investing in an LMS, or better yet, a PRM with a built-in LMS, can help you deliver training courses with personalization by partner type and role at scale,” she says. “Partners have instant access to training and testing at their convenience. Meanwhile, your team can spend their time updating courses or creating new ones instead of teaching the same tired material over and over.”

7. Keep Partner Training Content Current & Relevant

Keeping content current solves another common problem for partner training programs. AchieveUnite’s Caragol notes that, too often, training content is not relevant or impactful when compared to the long list of competing priorities partners face every day.

Focusing on issues that are timely over and above the core curriculum can boost engagement. For example, helping partners stay abreast of developments in your industry such as innovations, regulations, and market conditions, can help them better advise their clients. This year, for instance, addressing strategies for dealing with a slowing economy and the emergence of Generative AI have been timely topics.

Another tactic is bringing in third-party experts who are leaders in your space to deliver guest lectures, which can also be helpful to engagement.

“Our live webinars have significantly increased in attendance this year (post-pandemic) as we are heavily focused on relevant topics and industry experts,” says TPx’s Conrad.

When it comes to your core curriculum, it’s easy to set it and forget it. But if your training courses don’t reflect the current product or state of the market, partners are likely to tune out.

“While you might be quick to update your product training, don’t forget to look at sales training,” says BuzzTheory’s Henderson. “Sales strategies change over time, especially as your space and client base mature.”

Also, be mindful to provide content that’s relevant to the partner – not only their role but their stage. “There’s a call for basic training, but it may be too elementary for more experienced partners who’ve been selling similar solutions for many years. You need to provide a path for them to continue to enhance their skills and success with your partnership,” says Henderson.

8. Dedicate Staff Resources Across Multiple Departments to Partner Training

High-quality training programs take input from across departments in the supplier organization. Our panel cautions against thinking of your training program as separate from the rest of the partner program.

TPx’s Conrad argues that a strong partner training program requires dedicated resources. (No, sending a single channel manager to host occasional in-person events doesn’t count.)

In her view, partner training requires a larger strategy that:

• Combines in-person and online delivery methods
• Covers topics that a range of partner types are interested in
• Solicits feedback so you can make improvements along the way
• Assigns a dedicated sales enablement department and national account team to assist with event recruitment and training programming

Partner programs and ecosystems should consider adopting these best practices to get the most out of their partner training programs.

Ready to get started with managing partner training through your PRM? Request a demo of ZiftONE today!

The post A Guide for Partner Training: In-Person Vs. Online appeared first on Zift Solutions.

Unleashing the Potential of Custom Objects

Imagine a world where your channel program perfectly aligns with your business requirements, capturing and managing critical data effortlessly. Custom Objects in ZiftONE make this a reality. This powerful feature enables you to create tailored forms/workflows that streamline various processes, from warranty registrations to case study submissions, and beyond. Say goodbye to one-size-fits-all solutions and embrace the power of customization.

Igniting Possibilities: Unleash Your Imagination!

1. Warranty Registration: Simplify the process of registering warranties with a custom object that captures product details, purchase dates, and customer information. Watch as accurate record-keeping and seamless support enhance partner and customer satisfaction.
2. Case Study Submissions: Empower partners to submit case studies with ease. Create a custom object that collects testimonials, success metrics, and supporting assets. Showcase partner achievements and amplify their success stories to inspire others. They can even be showcased in the Partner Locator as part of a partner’s public-facing profile in order to demonstrate their enthusiasm for your brand and to help generate new leads!
3. Press Release Submissions: Do your partners have success stories that they want you to amplify? Streamline the submission and distribution of press releases. Utilize a custom object tailored specifically for this purpose, capturing launch dates, target markets, and press contact information. Increase brand exposure and make headlines by championing partner successes publicly and/or within your partner community.
4. Demo Unit Requests: Revolutionize the way partners request demo units for prospective customer use or to enhance the partner’s presence at a trade show. Customize a form/workflow within a custom object to capture essential details such as quantity, desired timeframe, and shipping information. Make it easy for both your partner team and partners to get demo equipment to where it is needed.

Why Empower Your Channel Program With Custom Objects?

Addressing the Jobs To Be Done

Custom Objects has the potential to propel your channel program to new heights

1. Simplify: Simplify the process of capturing and organizing partner-related information. Custom Objects in ZiftONE eliminate the need for manual tracking or disparate systems, enabling you to easily manage data in a centralized and structured manner. Goodbye chaos, hello streamlined data management processes.
2. Enable: With Custom Objects, you can create forms/workflows that serve the unique needs of you and your partner audience. If your partners are asking for a tool that doesn’t exist yet, simply create it yourself and differentiate yourself from other suppliers that your partners may work with.
3. Elevate: With Custom Objects, you can deliver an even more personalized and partner-centric experience. With a rapid means of creating tools that enhance your partners’ business processes, you will naturally foster stronger relationships and increase the likelihood of success. Custom Objects deliver on the promise of seamless, intuitive, and customized tools that make partners feel valued and supported.

The Deep Connections

Custom Objects, Partner Locator, and Partner Groups

Prepare to be amazed by the deep connections Custom Objects forge within the entire ZiftONE ecosystem. Imagine partners’ profiles within the Partner Locator featuring Custom Objects that the partner has submitted and that you, the Supplier, have approved. Picture a new set of Partner Groups that leverage Custom Object data to grant access to various features, tools, communications, and resources within ZiftONE, enabling targeted communication and personalized experiences throughout ZiftONE.

A New Era of Channel Partner Success

Zift recently rolled out this feature to all customers,, empowering them to unleash the power of customization, streamline processes, and elevate their partner program to unparalleled heights.

Want to bring customization and improved data collection to your partner program? Schedule a time to talk to us and find out what ZiftONE can do for your partner program.

The post Unleashing the Power of Custom Objects in ZiftONE: Empowering Channel Partners for Success appeared first on Zift Solutions.

Change is the steadfast companion of progress. The winds of tech transformation have ushered in the subscription-based business model, reshaping the way vendors and suppliers engage with partners and customers alike. This shift holds the promise of recurring revenue streams and deeper customer relationships, but it’s not without its unique set of challenges. As vendors, understanding these challenges and equipping yourselves with strategies to address them is crucial to helping partners thrive in a new model.

Times of innovation offer vendors the opportunity to orchestrate long-term relationships with partners while ensuring steady revenue flows. Vendors can act as enablers of success, offering ongoing solutions that cater to the evolving needs of partners and customers.

Defining and Confronting the Challenges

While the allure of subscription services is evident, partners (and, in turn, their vendors and suppliers) are grappling with a series of challenges unique to this model. Weston-Comstor reports that the majority of channel partners (78%) have started on on the journey towards subscription-based services, but only a fraction have achieved full migration. Vendors need to proactively address the hurdles partners face and provide support to help them succeed. Vendors and partners are co-architects of the subscription economy. By fostering a collaborative environment, vendors can tap into the insights and experiences of partners. This collaboration not only aids in addressing challenges but also paves the way for innovative solutions that cater to evolving customer needs.

1. Redefining Value Propositions

Shifting from traditional product-based sales to subscription services requires vendors to recalibrate their value propositions. The challenge lies in effectively conveying the ongoing benefits of subscriptions, such as continuous updates, improved functionality, and cost-effectiveness. Vendors need to guide partners in articulating these advantages to end customers, demonstrating the tangible value of the subscription model. That means their through-partner marketing materials have to reflect the benefits of that shift and articulate why the partner made the decision to transition, and how it’s best for the customer. 

Marketing strategies must pivot from product-centric to value-centric. Vendors should craft compelling narratives that emphasize the long-term benefits of subscription services. These narratives resonate not only with partners but also with end customers who seek value-driven solutions.

2. Partnership Empowerment

Partners are the conduit between vendors and customers. As the subscription economy gains momentum, technology vendors need to equip their partners with the knowledge and tools to navigate this new terrain. Offering comprehensive training programs, resources, and insights on subscription sales techniques can empower partners to confidently communicate the value of subscriptions to their clients. Make the training on-demand and self-paced so your busy partners can learn at their own pace and on their own terms. Be available for questions and coaching, or engage with a third-party agency to be on hand to help. Don’t leave partners hanging.

Investing in partner education is an investment in success. Vendors can leverage PRM solutions to provide partners with tailored training resources. Armed with a deeper understanding of subscription sales techniques, partners can confidently navigate the changing landscape and drive adoption.

3. Pricing Strategy Evolution

Pricing strategies that once focused on one-time transactions must now evolve to accommodate the flexibility and diversity inherent in subscription models. Vendors and suppliers should collaborate closely with partners to develop tiered pricing structures, trial periods, and customizable offerings that cater to a wide range of customer preferences. This adaptability will foster stronger partnerships and enhance customer experiences. Take it from any VAR that made the heavy lift to change to a managed services model. Customers don’t like changes in pricing models, and if you don’t sell them on the reason for it, they’ll leave. Partners need help convincing them that it’s what’s best for everybody.

4. Data-Driven Decision-Making

In the subscription era, data is the linchpin of success. Vendors absolutely must invest in tools that provide comprehensive insights into partner and customer behavior. By harnessing data-driven analytics, vendors can tailor their offerings, refine sales strategies, and forecast demand more accurately, creating a win-win scenario. We all use automated systems that house vast amounts of data, so there’s no excuse not to take advantage of it in order to help your partners succeed. Give them data-backed reasons for the recommendations you make and the direction you provide, rather than just telling them, “Trust me.”

5. Channel Partner Enablement

The journey to subscription services requires seamless coordination between vendors and partners. Vendors need to facilitate open communication channels, provide real-time support, and create platforms for sharing best practices. Establishing a collaborative environment where partners can seek guidance, share experiences, and access resources can accelerate the transition to subscription-based models. Consider establishing a peer group or forum where partners can spitball off of one another and share experiences. You might be surprised at how successful a tactic like that can be.

Embracing the Subscription Advantage

The technology landscape is in a state of perpetual flux, and those who recognize and adapt to change stand to thrive. The subscription economy is more than just a trend—it’s a fundamental shift that requires vendors to realign their strategies, foster partnerships, and empower their ecosystem. Embracing the subscription-based economy requires a profound shift in perspective and strategy for technology vendors and the way they approach their partner relationships. Navigating the challenges, from reshaping value propositions to fostering partner empowerment, demands a commitment to collaboration, innovation, and unwavering support. Help your partners help themselves evolve and grow!

The post Evolving Partner Business Models: Empowering Partners in the Subscription Services Era appeared first on Zift Solutions.

What you need is a channel operating system (OS). Think about it. Without an OS, your laptop can’t function. And without an OS for your channel, it can’t function (at least not well), either.

How channels operate

Regardless of industry or product set, all channel organizations have core functions. At a high level, these include the following five activities:

• Planning how you’re going to leverage partners to sell your solutions
• Recruiting partners to sell your solutions with marketing
• Enabling and engaging partners to sell your solutions with training and playbooks
• Growing partner sales with marketing materials and incentives
• Measuring partner sales progress and results

It sounds simple enough. But it’s not. When Forrester’s SiriusDecisions group first  broke down the functions under each of these five steps and across sales, marketing, and operations departments (see graphic) back in 2017, it identified nearly 90 discrete strategies and programs that you must put in place to properly support your channel. While that number has only grown over time, it remains illustrative of the incredible challenge of running a channel program.

Source: Forrester SiriusDecisions, October 2017

Your channel program may attempt to address these functions by using spreadsheets or repurposing tools used to support direct sales models, such as:

• Recruit – Marketing automation like Pardot or Hubspot for to-partner communication
• Enable/Engage – Learning Management System (LMS) for training
• Plan – Project management like Asana or Monday.com for planning
• Grow – File-sharing like Dropbox for storing through-partner partner marketing materials
• Measure – Customer Relationship Management (CRM) like Salesforce to manage partner sales opportunities
• More

You may even have purpose-built platforms for various individual functions like registering deals, tracking compensation, hosting through-partner marketing, or managing incentives. Despite investing in all these point solutions, your channel operations likely will suffer because they don’t work together as part of a cohesive framework. These silos create inefficiencies that put artificial limits on your ability to scale your partner program and channel revenue.

The growing complexity of channel organizations

The challenge of running your channel organization only grows in complexity over time. Often, this is due to the sheer number of partners you’re trying to support. However, it can also result from other growth factors:

• More products and solutions – If you successfully get your channel off the ground, you typically introduce additional products and solutions through your channel sales engine. With each new solution, your organization bears an incremental lift across all the functions in the SiriusDecision model – plan, recruit, enable/engage, grow, and measure. If your processes and platforms aren’t buttoned down, you’ll find it difficult to scale to support more product sales, and growth will stall.
• More partner types – Introducing more partner types has a similar impact by slowing growth. In this case, you must build or extend processes and platforms to support different partner models. For example, if you start your program by supporting referral partners who send you leads, you’ll find that process is relatively simple compared to supporting margin-based resellers that sell, install, and service your solution in exchange for wholesale discounts plus technical training, market development funds (MDF), rebates, and so forth.Today, partner types have extended beyond the transaction (i.e., those involved in the sale) to include partners who influence the sale or support customer retention. An influencer, for example, might be a marketing consultant advising the customer about campaigns your solution automates. A retention partner may be a training company that makes sure your customer knows how to use your solution properly. Adding influencer and retention partners also requires you to define and execute new operating models.

• More ecosystem collaboration – Along with the emergence of new partner types is the rise of partner ecosystems that include various partners and vendors that work together to help customers. The Microsoft ecosystem is an example of many partner types and complementary integrated vendors working together to deliver a holistic Microsoft solution for customers.Your channel organization’s challenge is supporting one-on-one relationships with all entities in the ecosystem (i.e., a hub and spoke model with you in the center) as well as their one-on-one relationships with each other (i.e., a mesh model). It’s easy to see how quickly this task can become unmanageable without a holistic framework – or channel OS ­– in place. 

How a channel operating system can help

What is a channel OS? Just like your laptop OS enables applications running on top of it to communicate, store, and share data, a channel OS ensures smooth communication between your team, your company, your partners, and the emerging partner ecosystem. The OS includes the processes – manual or preferably automated –  that map to the channel lifecycle and support how you plan, recruit, enable/engage, grow, and measure.

The channel OS provides the common language and view across the partner lifecycle. Without it, you can end up with communication breakdowns that stifle partner progression through the lifecyle.

A channel OS enables you to think holistically about your partner program and, more importantly, the partner experience from end to end. Without that, you will end up with silos and a long tail of partners who sign up to close one deal and never sell anything again because they aren’t empowered to be successful over and over simply and seamlessly.

Why a simple channel OS matters

Whether or not your channel OS is successful depends on the partner experience in the same way that a successful computer OS depends on the user experience. Apple’s OS, for example, is hugely successful because it’s a platform that users can actually use seamlessly across devices and applications. Similarly, your channel OS must be easy to use and span the entire partner lifecycle.

Not sure where to start? Zift Solutions understands the advantage of a universal and accessible channel OS and has spent many years building it into a platform that it now offers out of the box as the ZiftOne for Ecosystems partner relationship management (PRM) platform. With ZiftOne, you get one platform with applications that work together, guiding your team and partners throughout the partner lifecycle, including enabling collaboration among ecosystem partners.

By combining all partner lifecycle functions on one platform, ZiftOne enables measurable gains for partner programs. On average our customers experience:

• 200% increase in touches with customers and prospects
• 47% increase in partner engagement
• 21% increase in channel sales productivity
• 25% decrease in administrative and account management costs
• 34% reduction in time to revenue from partners
• 82% Partner community growth within four months of launch

Ready for a Proven Channel Operating System?

Contact a ZiftOne Channel Specialist Today!

The post What’s Your Channel Operating System? appeared first on Zift Solutions.

In order to be successful in the building materials industry, manufacturers need more than great products that solve problems or wow homeowners. They need distributors who can effectively market and sell those products. To maximize the sales potential through that channel, the manufacturer-distributor relationship cannot be purely transactional.

It must be a strategic partnership built on trust and mutual success. Building those relationships requires careful planning, open communication, and a deep understanding of the distributor’s needs and goals.

In this article, we will provide the 5 keys to maximizing sales through distributors.

Why is the manufacturer-distributor relationship important?

For most building materials manufacturers, it’s not an option to exclusively sell direct to consumers or through big box retailers. And it’s not an option at all for commercial construction materials. They need distributors to sell to the contractors and installers who are the primary purchasers of the products.

Distributors act as intermediaries between manufacturers and end-users, ensuring that the products reach the right markets and customers. They promote and sell their products, and the more support they get from manufacturers, the more effective they are at selling them.

This means manufacturers should be more than a supplier. They need to be a partner. That means building long-term relationships based on trust, collaboration, and mutual success. This partnership approach brings numerous benefits for both manufacturers and distributors.

For manufacturers, becoming a valued partner means access to a wider customer base, increased brand visibility, and improved market penetration. It also allows manufacturers to leverage the expertise and market knowledge of distributors, enabling them to tailor their products and marketing strategies to specific markets.

Distributors also benefit from this relationship by gaining access to high-quality products, technical support, and marketing materials that can help them differentiate themselves in the market. Additionally, they can benefit from co-marketing initiatives and joint promotions, which can boost their sales and strengthen their position in the industry.

5 Keys to strong manufacturer-distributor partnerships

This kind of partnership doesn’t happen by itself. It requires intentionality and commitment by the manufacturer to build the relationship. Here are the five keys to building strong manufacturer-distributor partnerships to maximize sales.

🔑 Clear Objectives and Expectations

First, manufacturers need to establish clear objectives and expectations with their distributors. This will help them (and the distributors) align their goals and define how they will measure success. Typically these objectives and expectations include sales targets, market share goals, and other relevant metrics.

By establishing clear objectives, manufacturers can provide a roadmap for their distributors and themselves. It also provides a yardstick for evaluating the effectiveness of the partnership so that necessary adjustments can be made along the way.

🔑 Effective Communication 

After establishing expectations, communication is the most important aspect to the manufacturer-distributor relationship. Manufacturers should establish regular communication channels to keep distributors informed about product updates, promotions, and any changes that may impact the partnership.

Regular meetings, both in-person with field sales representatives and virtually with company leadership, provides a platform for discussing strategies, sharing insights, gaining feedback and addressing concerns. Feedback is especially important, as distributors often have valuable insights based on customer interactions.

A channel management portal makes it easy for manufacturers to stay in touch with their distributor networks. Manufacturers can send mass emails, direct messages, share materials and articles, and solicit feedback using one simple tool.

Informal interactions, such as social events, industry conferences, and networking opportunities, also go a long way in building personal connections and strengthening the partnership.

🔑 Value-Added Services 

Manufacturers should strive to provide value-added services to distributors. This usually takes the form of technical support, training programs, and marketing assistance offered through the channel management portal.

Technical support can include product training, installation guidance, and troubleshooting assistance. These kinds of services equip distributors with the knowledge and skills they need to sell and support the products, while also enhancing their credibility in the eyes of their customers.

Marketing assistance can involve providing customized marketing materials, co-branding initiatives, and joint promotional campaigns. Manufacturers can collaborate with distributors to create targeted marketing strategies that resonate with the local market. This not only helps in increasing product visibility but also strengthens the relationship between manufacturers and distributors.

🔑 Customized Marketing Materials

In the construction industry, geographic markets are different from one another in many ways. To help distributors in those markets, manufacturers should develop customized marketing materials that cater to their specific needs and preferences, and the dynamics of their customers and marketplace.

Whether it’s brochures, product catalogs, videos, digital assets, or other marketing tools, the materials should connect the selling points of the products to the unique pain points of the target customers. Manufacturers can work closely with distributors to understand their target audience and create marketing collateral that resonates with them.

By providing distributors with tailored marketing materials using the channel management portal, manufacturers enable them to effectively promote the products and differentiate themselves in the market. This not only boosts sales but also strengthens the overall brand image and reputation.

🔑 Training and Support

Finally, comprehensive training and ongoing support are vital for maximizing sales through distributors. This can cover the manufacturer’s products, but it can also help distributors elevate their own skills.

Using their channel management portal, manufacturers can offer training on sales techniques, objection handling, and customer relationship management. In addition to training, manufacturers should provide ongoing support to distributors, including regular visits to distributor locations, joint sales calls, and customer support.

By investing in distributor training and support, manufacturers empower distributors to become product experts and brand ambassadors. This leads to increased customer confidence, higher sales conversion rates, and improved customer satisfaction.

A Channel Management Portal is essential to building distributor partnerships

In summary, achieving sales success in the building materials industry hinges on forming effective manufacturer-distributor partnerships. These partnerships go beyond transactions and rely on clear goals, open communication, and value-added support. By tailoring marketing materials, offering comprehensive training, and utilizing a channel management portal, manufacturers can empower distributors as effective brand representatives. The evolving industry landscape underscores the importance of these collaborations, with the channel management portal playing a pivotal role in fostering connections, enhancing sales, and driving industry progress. Embracing these strategies can lead to shared growth and enduring success.

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Want to learn more about how ZiftONE can streamline your dealer/distributor program? Check out our Building Material Manufacturers page.

The post 5 Keys for Building Materials Manufacturers to Build Partnerships and Maximize Sales appeared first on Zift Solutions.

Research shows that physical events build stronger relationships than their virtual counterparts, and ZiftONE Partner Events makes it easy for partners to find, register and attend in-person events, partner summits, training and lunch and learns that are relevant to their business. With ZiftONE Partner Events, all they have to click is register—no extra buttons or forms to fill out since the supplier already has all of their contact information.

ZiftONE Partner Events also makes it easier for suppliers to track who attended. This information can be exported to be used in other systems and is attached to the partner’s ZiftONE Partner Explorer profile. Best of all, because the events can be attached to an existing course or certification in the ZiftONE learning management system, suppliers can seamlessly track who has completed training, whether in-person or online, and reward the partner accordingly.

“Great relationships are built on shared experiences,” said Lionel Farr, Chief Technology Officer at Zift Solutions. “In-person activities are a great way for channel programs to improve engagement with their partners, build relationships with them, and get to know them on a personal level. The interactions and the conversations you share make the relationship richer. The best channel partners participate in these enthusiastically. This feature makes the registration experience easier for partners and the tracking process significantly easier for our customers, leading to more programs embracing in-person training.”

ZiftONE Partner Events has been rolled out to customers as an integrated capability in the powerful ZiftONE platform. It is included in Zift’s top-rated feature set with no additional licensing fee for all new customers. Current ZiftONE customers are encouraged to contact their Customer Success Manager (CSM) if they have questions about this new feature. 

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About Zift Solutions

Founded in 2006, Zift Solutions is the only Partner Relationship Management (PRM) and Through-Channel Marketing Automation (TCMA) tool built as one to work as one. The company’s ZiftONE platform manages the flow from onboarding to enablement, lead generation to marketing, all the way through sales. Backed by the most experienced team in the industry and fueled by the recent $70M capital investment by Investcorp, Zift has been named the only leader in both Channel Marketing Automation and Partner Relationship Management by Forrester Research and a market leader in Partner Management Software and Through-Channel Marketing Software by G2. For more information, visit www.ziftsolutions.com.

The post Easy Registration and Improved Tracking with ZiftONE Partner Events for In-Person Trainings appeared first on Zift Solutions.

However, a common consideration for newer ecosystems and programs engaging in the channel is whether to adopt a PRM platform when they already have a customer relationship management (CRM) platform in place. CFOs and bottom-line decision-makers may ask why channel account managers’ (CAMs) can’t use the company’s existing CRM to manage partner deals and track new partner recruitment.

It’s a fair question to ask. The simple answer is that a CRM doesn’t support the breadth of capabilities required to manage a partner ecosystem from end to end, which is what a PRM is expressly designed to do. In this article, we’ll provide a more in-depth answer to the question, explaining their differences, their benefits to suppliers and how they work together.

What is a CRM?

As the name implies, a CRM platform is a software application used to manage the business relationship between an organization and its existing and prospective end customers.

The primary functions of a CRM typically include:

• Keeping track of the details of customer interactions
• Storing customer data
• Streamlining sales and marketing efforts, such as follow-up reminders
• Supporting customer service teams
• Aiding accounting with closed deal and commission tracking
• Providing a complete repository of all customer information, so it’s accessible from any credentialed employee or business department
• Generating sales pipeline reports

What are the Benefits of a CRM?

Companies typically adopt CRMs to gain efficiency and visibility into their sales and service organizations, including:

1. Centralizing Customer Data – Customer-facing staff can interact with clients and get up to speed on the account in seconds through a centralized database of information stored in the CRM like basic customer identity data, customer sentiment feedback, renewal and turnover rates and much more.
2. Forecasting Company Sales Pipeline – The CRM tracks the complete sales lifecycle that turns a potential prospect into a paying customer. The company’s sales team members can follow deal stages and provide detailed reports to upper management on the status of their current pipeline and expected wins.
3. Saving Time in Sales Employee Offboarding & Onboarding – Staff turnover, especially in sales, happens as an organization grows. With a CRM, the company no longer needs to rely on existing sales employees to close out their open deals or provide offline communications to sales managers. Any sales team member can take over their accounts quickly without losing time sorting out the previous rep’s portfolio.
4. Automating Daily Reminders & Tasks for Sales Teams – The CRM can provide reminder notifications for follow-up and outreach activity to sales team members, ensuring no deal or upsell opportunity gets lost due to human error.

What is a PRM?

PRM software is an application used to manage relationships between organizations and their indirect sales channel partners, which typically include affiliates, agents, brokers, dealers, distributors, value-added resellers, managed services providers and other types of partners.

PRM software streamlines and strengthens partner program business processes to deliver mutual sales growth for providers and their indirect selling partners by:

• Organizing and orchestrating data
• Storing and sharing assets
• Tracking indirect sales transactions
• Qualifying indirect sales partners for program incentives and promotions
• Facilitating ordering and provisioning of provider solutions to partner-sourced end customers

The most common capabilities of PRM software platforms include:

• Storing shared educational, marketing and sales resources in a content management system (CMS)
• Integrating with CRM software and popular third-party applications
• Distributing provider-sourced and partner-sourced leads
• Tracking allocation and use of marketing development funds (MDF)
• Tracking and attributing promotions for select partners, partner types and product lines
• Analyzing financial performance, such as detailed sales data
• Enabling through-channel marketing automation (TCMA)
• Centralizing KPIs, partner data and administrative functions on a dashboard
• Enabling deal registration for partners to claim leads
• Training and certification on how to sell, order, provision and procure provider services similar to a learning management system (LMS)
• Processing and fulfilling orders

What are the Benefits of a PRM?

In a previous blog on the reasons partner programs need a PRM software platform, we concluded that programs primarily adopt PRMs because of the following:

1. PRM Software is a Single Source of Truth – PRM platforms are the foundation for partner programs. In the same way a website is the company’s identity to their customers, a PRM platform is their identity to their partners. Plus, channel staff can operate their entire partner program business processes from the PRM platform, providing visibility into every meaningful interaction in the partner ecosystem.
2. CRM Software Can’t Take the Place of a PRM Platform – While CRM is a crucial component in companies’ tech stacks, it’s not purpose-built for partners and can’t stack up against a PRM platform’s capabilities. A PRM solution is more than a contact repository and sales tracking system; it provides enablement, demand generation, deal registration, content libraries, partner recruitment functions, business management and more.
3. A PRM Platform Provides Indirect Sales Pipeline Visibility and More – Programs can track their channel sales pipeline by requiring partners to register deals in their PRM platform to qualify for commissions, SPIFFs, sales contests and other incentives built in the program. Plus, with the analytics capabilities of a PRM platform, programs can track ROI on full program initiatives and resources, including marketing materials and campaigns.
4. A PRM Platform is the Path to Partner Program Scalability – Scaling in today’s economic environment requires online methods for partners to engage with programs, which PRM software enables. Not all partners work “9 to 5,” so PRM software provides access to program resources 24/7.
5. PRM Software Protects Partner Programs from Staff Turnover – CAMs switch companies on average every 18 months in the information and communications technology (ICT) industry. A PRM platform prevents this turnover from crippling your program by keeping partner contacts, activities and interactions on track.
6. PRM Software is Customizable to Fit Various Partner Program Models – The PRM can conform to different partner program models, such as affiliate agency, resale, two-tier distribution, white-label and more. All of these program models require the process and communication automation enabled by a PRM software platform to operate successfully at scale.

How Do a CRM & PRM Work Together?

High-quality PRMs come with the capacity to integrate directly into an organization’s CRM. The CRM and the PRM need to map to each other to accurately attribute deals and track sales commissions. Through a CRM-PRM integration, both systems automatically update simultaneously and provide accurate day-by-day forecasting of the success of a program, with a comprehensive end-to-end view of a partner ecosystem’s entire operation.

The exchange of data between the CRM and PRM results in:

• Accurate Sales & Pipeline Forecasting – Integration stops duplicate entry of deal data, so reports delivered to top-level management reflect actual sales performance.
• No Channel Conflict – Deals can only be claimed by a partner or direct sales rep, not both. If an opportunity already exists within the sales ecosystem, users are unable to duplicate the entry, preventing channel conflict.
• Direct Sales & Indirect Sales Performance Comparison – Direct sales and indirect sales performance are easily compared when databases are integrated. This data helps inform best practices for optimizing either sales channel and the tactics of their respective marketing teams.

Ultimately, investing in a PRM software platform is critical for programs needing to automate and scale their indirect sales operation and attain the best return on investment possible. To get the most from your PRM system, consult these guidelines on best practices for using a PRM software platform, including:

1. Get buy-in on your PRM platform from program sales and operations staff.
2. Optimize your PRM platform for an ideal user experience.
3. Incorporate the PRM platform in your partner program onboarding.
4. Dedicate a single owner to manage the PRM platform.
5. Keep partner business outcomes top of mind.
6. Evangelize your PRM platform to top partners to maximize engagement

When you’re ready to take your partner program to the next level, we invite you to take a look at what the ZiftONE^TM platform can do for you.

The post CRM Vs. PRM Explained appeared first on Zift Solutions.

Explore Infinite Avenues and Keep Learning

The tech industry is a veritable playground of options. “It’s a career choice that offers limitless possibilities, from coding to sales and marketing and beyond,” says Kathryn Rose, founder and CEO of channelWise. To really own these opportunities, it’s paramount to nurture an innate curiosity and foster an insatiable quest for knowledge. This entrepreneurial mindset, combined with an unrelenting passion for continuous learning, serves as the catalyst propelling individuals to flourish across multifaceted roles.

Climb the Ladder through Grit

Starting at the top isn’t how most journeys begin, and this holds true for the tech world. Meredith Caram, president of JSG, says the road to success requires diligence and the willingness to work your way up. Coasting along won’t yield the big jobs; instead, determination and hard work will pave the path to the top. That said, it doesn’t always have to be the big wins that we celebrate. “Focus on small victories even though there’s significant importance placed on achievement,” she says. “Success can be skewed based on what’s showcased on Instagram.”

Dream Big, Connect Strong

Jasmina Muller, chief ecosystem officer at PartnerTap, tells us to aim high and plan for the future. In other words, don’t let your quick wins hurt your long game. “When we focus on short-term sales, driven so hard that it is detrimental to your team and your relationships in and out of the industry, we may not have a business to run very soon.”

Problem-Solve and Embrace Your Tribe

Janet Schijns, founder and CEO of JSG, reminds us that continuous learning, resilience, and a passion for problem-solving are key elements for success.“Embrace challenges and view failure as an opportunity to learn and refine your approach,” she says. “Your unique perspectives and skills are not only wanted but needed in this rapidly evolving sector.” She also tells us to find our squad: cultivate a supportive network and seek mentors who can guide your journey.

Believe in Your Tech Magic

Kim Cesena, global go-to-market leader, channel, at HP, says it all comes down to believing in what you’re doing. This pride in your company and its offerings can be a driving force, propelling women to excel and make a lasting impact in the tech world. Embrace your unique perspective, for the technology sector thrives on diversity of thought.

Allies Are Life-Changers

“Being a woman in the technology industry has been both a unique and complex experience,” says Allison Francis, content specialist at New Charter Technologies. “By and large I have been stunned by the level of support – both overt and behind the scenes.” Being buoyed up by allies and mentors has greatly impacted her experience and success. Finding strength in these connections can help overcome challenges and fuel your growth.

On this Women’s Equality Day, let’s celebrate the achievements of these remarkable women and all the women who are contributing to the tech industry. Their insights and advice serve as guiding lights for those dreaming of making their mark in this field. As we move forward, let’s continue to support and empower each other, recognizing that diverse perspectives are not just valuable but essential in driving innovation and shaping the future of the channel.

The post Unveiling the Important Lessons: Insights from Women Thriving in the Tech Realm appeared first on Zift Solutions.

“Kris is a recognized and seasoned channel leader and a great addition to our team,” said Heather Ball, vice president of marketing, Zift Solutions. “Her combination of skills, experience and passion for innovating, growing and maximizing the channel aligns with our organizational mission and values, supporting our growth as we strive to deliver maximum value and impact to our customers and partners.”

Blackmon brings more than a decade of channel experience in content, marketing, research, events, go-to-market strategies and community building. Most recently, she served as chief channel officer at industry consultancy JS Group (JSG). Prior to JSG, Kris ran content strategy at Informa, where she programmed content for Channel Partners events, formed content strategy for the media site Channel Futures and built the MSP 501 program and community. She is a member of CompTIA’s Channel Development Advisory Council, advising and providing insight in all matters relating to the indirect technology market alongside some of the industry’s most influential leaders across hardware, software, services, distributors, telecommunications and technology providers.

“JS Group has a strong partnership with Zift, one that has been critical to the growth of both organizations over the years,” said Janet Schijns, CEO of JS Group. “I couldn’t be happier to see Kris join Zift, adding her strengths to their team. We look forward to continuing to work with her as she tackles this new role, confident that she will continue as an innovator and channel champion.”

In addition to her channel industry experience, Blackmon is a fervent advocate of DEI and sits on the Board of the Xposure Inclusion and Diversity Council. She is a member of the Alliance of Channel Women, a recipient of the ACW LEAD award and was honored with CompTIA’s Advancing Diversity in Technology Leadership Spotlight Award in 2022.

“I’ve been lucky enough to have a diverse career in the channel, building a network of strong relationships in an industry I love,” said Blackmon. “Zift’s commitment to helping both customers and the channel as a whole evolve to succeed in such a diverse channel ecosystem is inspiring, and I’m excited to work alongside a team of thought leaders as we build a community that drives sustained growth and success.”

The post Zift Solutions Appoints Industry Leader Kris Blackmon as Head of Channel Communities appeared first on Zift Solutions.

What is Channel Marketing?

Channel marketing is marketing to partners in an indirect sales channel. Marketing in the channel is often viewed as more challenging than traditional direct marketing because your partner program needs to communicate its value proposition not only to end customers but also to and through indirect sales channels. In addition, you must promote the significant benefits of the company’s channel program itself to recruit and retain partners.

Channel marketing typically includes the following four channel marketing strategies:

• To-channel marketing involves recruiting and engaging ecosystem partners and communicating why they should work with your company, the benefits of working with you, how you can help them attract and serve their customers, and so forth.
• Through-channel marketing involves marketing your products and services to end customers through channel partners. This encompasses sales-enablement training and materials your company’s ecosystem partners use to sell or evangelize your services.
• With-channel marketing is a strategy wherein your company works with partners to market your solutions to end customers. This strategy differs from through-channel marketing in that this is a purposeful joint go-to-market strategy between the supplier and partner. An example of this is a supplier and partner hosting an event to reach end customers together.
• For-channel marketing is a less common channel marketing strategy wherein your company runs a marketing program or deploys a tool, such as a partner locator, to reach end customer prospects for the benefit of your partners.

Why Channel Marketing Departments Should Leverage AI Marketing

Competition in the channel to capture partners’ attention is significant. Whether you’re offering commoditized solution sets, looking to create a new product category or everything in between, you must fight for mindshare with partners you want to recruit, activate, and enable to sell your solutions. AI assists your partner marketing efforts by:

• Saving time – AI and machine learning can help automate or speed up specific marketing tasks, freeing up staff time to focus on creative endeavors that lead to revenue production. While Zift doesn’t endorse any of the solutions below, here are some examples of processes where you can use time-saving AI tools. Keep in mind AI is changing every day, and there are always new tools hitting the market, so this list is accurate at the time of publication:
  • Data entry, email sending and report generation. Bardeen is a good example of a tool that can help here
  • If engaging with customers in direct messaging channels like Facebook Messenger, WhatsApp or LiveChat takes too much time, check out platforms like Chatbot
  • Website design is often best left to professionals, but tools like Durable make it easier for marketers to do it on their own
  • It’s best practice to take notes during meetings, but sometimes it can be hard to figure out what you were meaning to take note of after the meeting ends. Solutions like Fireflies help here
  • If you don’t even want to take notes, outsource that task to a tool like Magical for automated note-taking, scheduling and task management
  • We all know that video content gets more traffic than written content, so solutions like Synthesia can convert text into video content
• Defining ideal partner profiles and ideal customer profiles – AI-sourced data helps improve your understanding of partners, customers and other players in your ecosystem and informs high-level recruitment and engagement campaign strategies. Engines like Patri ICP Engine API find, refine, and monitor your ideal customer or partner profile by integrating with your CRM, BI, and sales and marketing automation systems
• Idea generation – Content-generating AI platforms can help your channel marketers create content when encountering “writer’s block” and jumpstart their productivity. While ChatGPT is the most well-known of these content-generating AI platforms, other platforms with similar capabilities include ClickUp, Narrato, Lately, Jasper, ai and ZiftONE.
• Improving campaign performance – The data insights provided by AI-driven platforms can help your channel marketing team adjust campaigns and identify conversion obstacles much faster, bringing in more qualified partners and end customer leads quicker. For example, Google AdWords provide AI-sourced recommendations for improving pay-per-click (PPC) campaign performance and helping digital marketing specialists optimize for conversions.

The Introduction of Content-Generating AI for Channel Marketers

Content-generating platforms that use AI, such as ChatGPT and its competitors Bard AI, Jasper Chat, Socratic, Bing AI, and others, have all helped to short-cut and speed up writing processes. However, these platforms also come with concerns to keep in mind, including security, data privacy, data breaches, unconscious bias and content accuracy.

As a channel marketer, you must take care not to input proprietary information into these platforms. And make sure to take the output it’s giving you with a grain of sale – it’s a best to practice to ask subject matter experts to carefully validate the accuracy of the content generated. In order to mitigate these risks some companies are implementing acceptable use policies for AI platforms. The Society of Human Resource Management has a great example of such a policy you can use as a starting point to help create your own.

Given AI’s productivity advantages, your leadership may be tempted to cut channel marketing staff in favor of using AI writing software. However, point out to them that such a move would be short-sighted; generative AI platforms aren’t mature enough to understand the intricacies of indirect sales channel models and require curation from an expert to produce accurate and worthwhile content. Rather than view these early tools as staff replacements, consider them as time-saving tools to assist existing staff in producing content more efficiently. AI can increase worker productivity by as much as 14 percent, according to a study by Stanford and MIT.

Generative AI Supports Channel Marketing Data Analysis

According to an analysis from McKinsey & Company, commercial leaders across the globe are using generative AI in marketing for:

• Marketing optimization, including A/B testing and SEO strategies
• Dynamic content, including websites and marketing collateral
• Marketing analytics and dynamic audience targeting
• Dynamic customer-journey mapping
• Automated marketing workflows and nurturing campaigns

What does this AI-driven analysis mean for your partner ecosystem? Generative AI can optimize your channel marketing strategies through A/B tests of marketing campaigns, such as website page layouts, ad copy, search engine marketing (SEM), search engine optimization (SEO), PPC ad campaigns, automated lead nurturing campaigns and more. Predictive analytics also can help to provide your channel marketers with recommendations to ensure maximum return on investment (ROI) for program initiatives.

In a Nutshell

Through AI and machine learning, your channel marketing team can speed up partner recruitment and engagement efforts to lead to the financial success of your partner ecosystem.

When you’re ready to optimize your channel marketing initiatives, including taking advantage of AI, take a look at what the ZiftONE^TM platform can do for you.

The post How Artificial Intelligence (AI) Has Changed Channel Marketing in 2023 appeared first on Zift Solutions.

1. Building Bonds, One Handshake at a Time

In a world where emojis reign supreme, nothing can compare to the authenticity of a heartfelt, personal connection. In-person meetings hold a remarkable advantage, being 34 times more effective in nurturing strong relationships compared to virtual interactions. Imagine partners coming together over coffee, sharing stories, and building unshakable trust – this is the essence of successful collaboration. And when they think back on a connection they’ve made at your event, they’ll remember that you’re the one who facilitated it. Establish a feedback loop so you stay in communication with the partners with whom you connected and formed relationships with.

2. Kudos for Collaboration

While virtual interactions hold their merit, the true magic unfurls as channel partners and suppliers  convene at in-person events, fostering dynamic brainstorming sessions and idea exchanges. The synergy of minds in a shared space kindles a unique creative energy, which is largely unattainable remotely. Studies reveal that in-person teams exhibit a remarkable 15% increase in brainstorming and novel idea generation compared to virtual counterparts. Face-to-face gatherings not only enhance collaboration but also nurture an atmosphere where ideas can seamlessly bounce and intertwine, sparking innovation. The magnetic pull of co-located brainstorming propels partner engagements to new heights, underlining the irreplaceable value of physical presence in igniting the flames of imagination and collaboration. Make sure you make a record of these engagements and new ideas so you can circle back with the partners who helped you brainstorm them.

3. Fast-Track to Super Skills

When it comes to skills development, the true accelerators are in-person training sessions. The majority of learners attest to the superior effectiveness of in-person training over remote alternatives when it comes to acquiring new skills. The rapid advancement of such skills translates into channel partners swiftly mastering your products, services, and sales strategies, setting new benchmarks for proficiency. In-person training acts as a turbocharger for skill growth, ensuring partners achieve mastery in a shorter span of time. The direct interaction, hands-on experience, and immediate feedback inherent in face-to-face training sessions create an immersive learning environment that maximizes the absorption of knowledge and expertise. Use a platform with an integrated LMS to allow partners to access training materials, courses, and resources before and after an event for reference. 

4. Dive Deep into Engagement 

Imagine the scene: a vibrant room, partners leaning in eagerly, “a-ha” moments illuminating like camera flashes. Again, here, the magic of in-person events is unparalleled. It’s not just about information; it’s about partners becoming fully engrossed in your offerings and strategies. Engagement and retention levels soar when partners attend events in person. The genuine connections formed, the real-time discussions, and the shared experiences create a tapestry of understanding that sticks. These events aren’t just meetings; they’re transformative experiences where partners don’t just learn, but absorb, discuss, and embody your vision. A digital platform with event management capabilities allows vendors to plan, execute, and analyze in-person events. It tracks attendance, engagement levels, and measures the impact of face-to-face interactions on partner commitment. This data helps vendors understand the effectiveness of their events and refine engagement strategies. Investing in the power of in-person events pays dividends in terms of partner commitment and lasting impact.

5. Partnering with a Dash of Secret Sauce

At training and events, it’s not just about sharing information – it’s about handing over secret spells, hidden maps, and treasure keys that unlock mutual success and revenue growth. Think of exclusive in-person training as your partner’s coveted secret weapon. The impact goes beyond the registration numbers – it’s about partners experiencing the camaraderie, the live discussions, and the shared light-bulb moments that forge lasting connections. You can share these tips and tricks with partners in your PRM’s resource center so they have hands-on access to the tools they need to drive sales and pipeline. In-person events become the sacred ground where your partners harness these secret tools for unparalleled growth. By investing in these face-to-face opportunities, you’re not only imparting wisdom but also arming your partners with the potent enchantments needed to conquer the realms of success.

6. Hugs for Brand Loyalty

In the dynamic world of the channel, partners transcend mere customers; they’re all but family in this relationship-driven landscape. In-person events are the cornerstone here, instilling in them a sense of being valued and deeply connected to your brand. Over three-quarters of buyers, and a remarkable eight out of 10 millennials, amplify their trust in brands after experiencing face-to-face interactions at live events. Imagine the blaze of loyalty that ignites when partners encounter your magic in person. As partners immerse themselves in what you offer up close, they don’t just see a company – they behold a trusted ally. PRM platforms often incorporate loyalty program management features. Vendors can use these tools to design and implement partner loyalty programs that reward engagement and attendance at in-person events. By offering rewards and incentives, vendors strengthen the sense of partnership and belonging. In-person events cultivate not only partnerships but also enduring relationships, reflecting the potent influence of real connections in forging lasting devotion.

7. Meeting Leads to Greeting Leads

We spoke earlier about “family,” and we weren’t exaggerating. In-person events amplify this sense of value and connection, fostering genuine investment in your brand. Visualize the surge of loyalty ignited when partners witness your magic firsthand. There is a profound impact of these personal interactions on trust and allegiance. As partners experience your brand up close, they don’t just see a company, but a trusted ally. In-person events knit together the fabric of our brand-family bonds, forging enduring relationships that extend beyond transactions – a testament to the potent influence of face-to-face encounters in nurturing lasting loyalty.

The Takeaway

Amidst the digital tapestry of screen stories and avatar interactions, we’re rediscovering true relationships – the magic of human connection. In-person events and trainings transform into living fairy tale stories about brand loyalty – threading bonds, igniting ideas, honing skills, and propelling partnerships to new heights. In this era of screens and virtual worlds, let’s prioritize the power of genuine interactions and cultivate a realm where every encounter becomes an opportunity to infuse partnerships with the spark of shared experiences and boundless possibilities.

When you’re ready to optimize your partner engagement strategies through in-person interactions, take a look at what the ZiftONE^TM platform can do for you.

The post The Power of Face-to-Face Partner Connections appeared first on Zift Solutions.

1. Unleashing the Potential of Feedback: A Paradigm Shift in Partner Collaboration

How do you know your partners are in sync with you and your program? It’s easier than you might think: Just ask them. Through the magic of partner feedback, you can level up your engagement strategies – if, that is, you actually act upon that feedback. One way to make sure you’re hearing what your partners are saying is to set up a partner advisory council. Think of it as your secret weapon in your partner communication arsenal. But listening isn’t enough. If partners take the time to give you their thoughts, you have the responsibility to take action.

2. Speaking the Partner’s Language: Crafting Consistency in the Midst of Complexity

In the expansive domain of partner engagement, the significance of clear and consistent communication stands as an indispensable pillar. However, achieving synchronicity in messaging is a task easier said than done. The panel gave some advice about the importance of developing personalized communication strategies, underscoring the value of adhering to a well-defined communication plan, circumventing information overload, and diligently acting upon the feedback received. It’s all about finding that sweet spot between keeping them informed and not drowning them in communication, so make sure you’ve got a vehicle to automate and deliver relevant communications quickly so they’re easy to consume. 

3. Automation: Liberating Time for Strategic Pursuits

Time is money, and no one can afford procedural bottlenecks. Streamlining operational processes is a pivotal solution to the perennial challenge of time constraints. The dialogue revolved around the identification of operational segments that can be automated, subsequently leveraging data metrics to inform these decisions. The automation of tasks not only alleviates partners and vendors from mundane undertakings but also creates space for fostering more meaningful relationships and strategic initiatives.

4. Access to Information: The Core of an Integrated Partner Experience

The concept of a unified “single pane of glass” is the dream of partners and vendors alike. It’s rarely completely possible, but leveraging every API you have at your disposal can help here. Integrating APIs empowers partners to efficiently retrieve relevant data, enabling informed decision-making. This accessibility not only augments partner engagement but also catalyzes data-informed strategic choices. The less partners have to hunt and peck for the data and information they need, the better. This encompasses user-friendly tools, insightful metrics, and accessible resources that empower partners to make informed decisions. This approach not only nurtures a collaborative mindset but also ignites the sparks of collective growth.

5. Simplified Deal Registration: The Catalyst for Effective Collaboration

Navigating the complexities of deal registration can often be an intricate dance for partners. Simplifying the deal reg process should be a paramount priority. By demystifying deal registration and establishing a clear engagement protocol, vendors lay the groundwork for frictionless collaborations. This ensures that partners can confidently initiate and manage opportunities, fostering an environment of enhanced engagement.

6. Effective Communication Delivery: Beyond the Email Onslaught

The panel spotlighted the transformative potential of effective communication delivery in the realm of engagement. Instead of inundating partners with a barrage of emails, the consensus leaned towards leveraging more efficient communication platforms. These platforms swiftly deliver pertinent content in formats that are both accessible and easily assimilated, reshaping the engagement landscape.

7. Equipping Internal Sales Teams: Bridging the Collaboration Gap

When a company that’s used to selling direct turns to the channel, there’s often a definite knowledge gap with sales teams. Attendees learned about the crucial role of educating internal sales about the reality of partners’ needs, challenges, and opportunities to jump on. When the sales team possesses a deep understanding of the partner landscape, collaboration flows seamlessly. This internal synchronization mitigates friction and fosters an environment conducive to enduring engagement.

8. Navigating Partner Engagement: Your Dashboard Demystified

Picture this: a partner dashboard that isn’t just a jumble of data, but a personalized treasure map. That should be the goal for both you and your partners. Develop an ideal partner profile and segment your partners according to their individual characteristics. That means no more drowning in a sea of data that doesn’t quite hit the spot and easy-to-find information that actually matters to your partners. Plus, who doesn’t love a dashboard that lets you export data? After partner segmentation, make sure the information you’re providing is appropriate to each segment. Partners, just like you, are on a journey of growth and evolution, so don’t settle for one-size-fits-all content. 

9. Elevating Partner Engagement through Dynamic Partner Communities

Establishing partner communities can be a powerful mechanism for fostering meaningful engagement. These communities serve as designated hubs, tailored to cater to specific partner segments along vertical and horizontal lines. Beyond a mere exchange of resources, these communities become nurturing grounds for interactive dialogue and collaboration. Partners cease to be passive recipients and instead transform into active contributors, engaging in customized conversations where knowledge and insights flow freely. One fantastic aspect of these communities is a shift in perspective we see often in the channel – partners no longer perceive each other as competitors but as allies, thereby fostering a spirit of cooperation. This collaborative ethos not only enriches engagement but also empowers partners to collectively thrive within a supportive ecosystem.

The Wrap Up

In an environment where collaboration shapes the trajectory of success, cultivating resilient partnerships is not just a strategy – it’s an imperative for thriving in the constantly evolving business landscape. By heeding these insights and seamlessly incorporating them into their engagement strategy, vendors can forge partnerships that stand strong against the test of time. Thanks to Anthony, the rest of the panel, and Baptie for sharing this thought leadership!

The post Elevating Partner Engagement: Golden Insights from the Channel Focus Webinar appeared first on Zift Solutions.

Surely, such changes can be intimidating. The road to transformation isn’t always smooth. Fear, uncertainty, and questions are natural companions during this journey. However, here’s the good news: vendors are not just bystanders. They are the guiding lights that can help partners navigate the transformational waters, illuminating the path, and making the journey less intimidating. So, let’s dive in and explore how vendors can be true partners in this transformative process.

1. Evolution: More Than Meets the Eye

Transformation isn’t just about shifting from being resellers to becoming Managed Service Providers (MSPs). It’s a grand canvas where partners are painting a new picture of their business. Some are diving into specialized niches, while others are embracing consultancy, and some are venturing into fields like cybersecurity and business applications. As vendors, you have the chance to embrace these diverse forms of transformation and provide tailored support to each partner’s unique journey.

2. A Cheerful Push Towards MSP and Beyond

Although the transition to MSPs has been the talk of the town, the reality is that only about half of the partners have taken the plunge. This stat is a friendly reminder that transformation isn’t a one-size-fits-all process. As a vendor, you can play the role of a seasoned guide, offering success stories and insights into alternative pathways. By sharing real stories of partners who have gracefully traversed this path, you’re offering hope and encouragement, giving partners the confidence to explore the uncharted waters of transformation.

3. Rising Above Competitive Waves

Partners face a dynamic myriad of challenges: From the survey, partners identified three top competitive barriers, including online marketplaces (49%), vendors’ direct sales (46%), and even their own peers (35%). But hold on, vendors, you’re not just here to sympathize. For instance, you can help partners view online marketplaces not as competition, but as strategic enablers. Positioning partners as consultants and MSPs empowers them to lead customers towards these marketplaces, whose products and solutions they can then help implement and manage, enhancing the overall ecosystem. It’s about embracing collaboration over competition.

4. Skill Gaps and Financial Hurdles: Bridge the Gap

According to the survey, partners are grappling with skill shortages (39%), transition expenses (36%), and employee training (34%). Vendors, you’re in the prime position to lend a helping hand. Offer training resources, certifications, and financial support through well-designed programs. This doesn’t just alleviate financial stress, it reinforces the bond between you and your partners, showcasing your commitment to their growth journey.

5. Communication: The Beacon of Clarity

Crystal-clear communication is the anchor throughout this transformation voyage. Vendors, create channels where partners can fully grasp the “why” behind the changes, the benefits they bring, and how they align with broader objectives. A mix of webinars, virtual events, and communication platforms can serve as your vehicles of information, helping partners navigate the ambiguity and embrace the journey with confidence. The key to being this type of trusted adviser? Regular conversations with partners during business reviews and constant communication with your customers about what their goals are and how you can help them achieve them.

6. Step by Step: A Journey of Incremental Evolution

Remember, transformation is not a one-time affair; it’s a continuous journey. Encourage partners to take measured steps out of their comfort zones. By celebrating every small milestone, partners gain a sense of accomplishment and motivation to keep moving forward. As a vendor, your role is not only to inspire but also to guide partners in embracing gradual yet meaningful change.

7. Conquering Fear through Shared Wisdom

Fear often lurks where change resides. Here’s where your expertise comes into play. You have the benefit of an extensive partner ecosystem, many of which have navigated transformation themselves. Create a platform where partners can learn from their peers who’ve conquered their fears and emerged victorious. Peer experiences are a treasure trove of insights and courage. By fostering this sharing spirit, you’re transforming fear into confidence, creating a united front against the unknown.

8. Embracing Sales Amidst Transformation

Regardless of the transformation, partners are, at their core, sales-driven entities. As a vendor, reinforce this mindset. Equip partners with sales enablement materials, insights into market trends, and strategies for customer engagement. This empowers partners to not only survive the transformation but thrive within it.

9. Bridging the Gap: Business Challenges over Tech Talk

Partners often begin their journey fueled by technology passion, only to realize the need for a solid grasp of the business side. You, as a vendor, can steer partners towards connecting with customers’ real-world challenges rather than becoming mired in technical jargon. It’s about finding solutions that resonate with customers’ needs and transcending the tech-stack conversation.

10. The Power of Problem Solving

In the heart of transformation, it’s easy to get caught up in the whirlwind of change. Yet, your guidance can help partners ground themselves by focusing on one pivotal question: “What problem are you trying to solve?” By tackling transformation with a clear problem-solving mindset, partners shift from change for the sake of change to an understanding that change comes with a quantifiable, market-driven purpose. Keep their eyes on the long-term goal, and transformation becomes much less intimidating.

Embracing Transformation Together

As the business landscape evolves, the role of vendors in supporting partners’ transformation journeys becomes increasingly vital. Partners are embarking on a path that’s often filled with uncertainty and challenges. By heeding the lessons from CompTIA’s research, vendors can stand shoulder to shoulder with partners, guiding them through the labyrinth of change.

Remember, it’s not just about being a spectator. Vendors can be the beacon of hope, the source of inspiration, and the provider of practical solutions. Each challenge partners face, from talent shortages to market disruptions, is an opportunity for vendors to step in, offering resources, insights, and guidance.

And, let’s not forget the magic of Partner Relationship Management (PRM) solutions. These platforms can be the bridge that connects partners with tailored assistance, knowledge sharing, and collaborative forums. In an era where change is the only constant, PRM solutions enable vendors to be partners in the truest sense, guiding partners towards a future that’s brighter, more innovative, and confidently transformed. Together, vendors and partners can navigate the waves of change, emerging stronger and more resilient than ever before.When you’re ready to optimize your channel program, take a look at what the ZiftONE^TM platform can do for you.

The post Partnering for Success: How Vendors Can Empower Partners Through Transformation appeared first on Zift Solutions.

What’s going wrong? It could be that your channel marketing strategy isn’t well thought-out. 

For manufacturers in the residential and commercial building materials categories, having a well-thought-out channel marketing strategy is a must. It allows manufacturers to align their products with their dealers, distributors and customers, as well as leverage the sales opportunities offered by multiple channels. In essence, a channel marketing strategy is absolutely necessary to maximizing and sustaining sales growth.

But it can be challenging. There are many common mistakes and pitfalls companies make that undermine their channel marketing efforts. In making these mistakes, companies may learn the wrong lessons, thinking their strategies “just don’t work,” when in fact some fairly simple corrections would generate the desired results.

In this article, we’ll explore three common channel marketing mistakes that building materials companies often make. More importantly, we’ll provide practical, actionable tips on how you can avoid them, so you can optimize your marketing efforts and maximize the effectiveness of your channel.

Mistake #1: Poor communication with dealers

Communication is the foundation of any partnership, and the relationship between a manufacturer and its dealer network is no exception. The biggest mistake companies can make is communicating poorly (or not at all) with their partners. Your dealers are essential to your success, and it’s crucial to establish a solid relationship with them to ensure that your marketing efforts are aligned and effective.

Poor communication can lead to misunderstandings and missed opportunities. If your dealers don’t understand your marketing strategy or your goals, they will not be able to effectively promote your products to their customers. At best, they will take matters into their own hands and promote your products how they see fit.

At worst, they won’t promote your products at all.

How to avoid it

To avoid this mistake, you need to establish regular communication channels with your dealers. This could include regular meetings or conference calls, emails and newsletters, webinars, and videos. This will help you make sure you’re providing them with the resources they need to effectively promote your products, such as marketing materials, product information, and training. 

A dealer management portal is an invaluable tool for maintaining open communication with your channel. It makes it easy to push out messages and provide the materials and information your dealers need.

Mistake #2: Ignoring the needs of dealers

The second mistake we see building material manufacturing companies make is to ignore the needs of their dealers. Partnership is a two-way street, and it’s essential for companies to understand the needs and concerns of their network to ensure that they’re working together effectively. 

An example of this is to know the resources and support a distributor needs to promote and sell the manufacturer’s products. When companies see partners struggling, they are better prepared to make adjustments to get them the tools and support they require. This in turn can also help companies improve their marketing strategies and increase sales, because they are in tune with what their channel partners need to execute their marketing plans.

How to avoid it

Avoiding this mistake is simple, but it takes time and effort, and it goes back to maintaining open lines of communication. You may want to conduct surveys or focus groups to gather feedback on your marketing strategy and the resources you’re providing. Another approach is to train your sales teams to talk to partners and actively listen to their feedback. 

That will allow you to use your dealer management portal to quickly and effectively provide the training, materials and tools your partners need.

Mistake #3: Lack of training for dealers

The more you understand your partners’ needs, the better you are able to give them the knowledge and skills they need to be successful. Your dealers need to have a deep understanding of your products, your marketing strategy, and your target audience to effectively promote your products.

Too many building materials companies make the mistake of neglecting dealer training. This can lead to a lack of understanding of their products, their brand messaging, and their marketing strategy. That leads to confused customers, poor sales and missed opportunities.

How to avoid it

Invest in training. This may include providing online training resources through your portal, hosting in-person training sessions, or even offering certification programs. Make sure that your training materials are comprehensive, up-to-date, and easy to understand.

Communication leads to effective channel marketing

Building materials is an intense, competitive landscape. One of the best ways companies can stay ahead is to have an effective marketing program run through a robust dealer network.

Navigating the complex landscape of the building material market can be challenging, and even the smallest mistakes can have a significant impact on your success. However, these mistakes are almost always correctable. By communicating with your network, and using a portal to provide the information and resources your partners need, you can have a channel marketing program that’s the envy of your category.

Want to learn more about how ZiftONE can streamline your dealer/distributor program? Check out our Building Material Manufacturers page.

The post 3 Channel Marketing Mistakes Building Material Manufacturing Companies Make and How to Avoid Them appeared first on Zift Solutions.

In-Depth Analysis: Anthony D’Angelo provides a thorough examination of the intricate relationship between digital transformation and building materials distribution. Delve into the strategies, challenges, and successes that are molding the trajectory of the industry.

Access the complete article published in Hub & Spoke: Read the full article here

Learn more about how ZiftONE and how it can help your building material manufacturing business drive revenue and stay competitive!

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Knee-jerk reactions to continued economic headwinds may have your C-suite looking for places to cut spending, but forward-thinking organizations are investing strategically in technology to drive growth in a downturn.

“CEOs are confident that technology is a powerful tool to transform, scale, and optimize businesses,” according to IDC. The research firm’s study found that 87 percent of CEOs are looking to sustain or increase technology spending in 2023.  Gartner’s latest forecast also predicts worldwide IT spending will grow 4.3 percent this year. Those organizations that don’t invest in technology face a serious risk of falling behind.

Partner programs, which often operate as mini business units within companies, face similar pressures to do more with less. Strategic technology investments can help your channel organization weather the brewing economic storm – whether it rains or pours.

How Do Technology Systems Support Partner Programs in an Uncertain Economy?

While partner programs may leverage corporate technology for office productivity, accounting, HR and payroll, etc., they also need a tech stack of their own. This toolset may include partner relationship management (PRM) software, project management systems (PMS), communications and collaboration systems, file sharing, marketing automation software, learning management systems (LMS), digital asset management (DAM) platforms and more.

Building your partner program tech stack can help during uncertain economic times in three primary ways.

1. Technology Automation Enables Partner Program Scalability

A common goal for programs is to scale to serve as many partners (and, by extension, customers) as possible. An essential requirement for scaling a program is efficiency, which is achieved through strategies such as:

• Simplifying complex processes
• Automating manual tasks
• Removing redundancies

Your tech stack, particularly your PRM, will help accomplish these goals and give your program the support it needs to scale. Out of the entire stack, PRM stands head and shoulders above the rest because the platform is uniquely tailored to the intricacies and requirements of partner programs. Functions such as file resource and sharing, deal registration, order processing, mass partner communication and the ability for partners to obtain co-branded assets are just some of the capabilities of a PRM directly tied to scaling.

Scalability is critical for partner programs. While there are exceptions, indirect sales success is generally a numbers game, especially since not every partner will produce. The reality is that you can’t scale to support hundreds or thousands of partners without automating processes with technology.

Specific program models, such as wholesale or white-label, can’t function efficiently without a PRM (or PRM-adjacent) system. In this example, a white-label partner must be able to order services at will from the supplier and then immediately communicate timelines for deployment to an end customer as if it’s their own service. Programs can only achieve fast turnarounds at scale through the automation in a PRM; manual data entry simply isn’t fast enough when managing hundreds of partners.

2. Technology Maximizes Partner Program Return on Investment (ROI) 

The core focus of any partner program is to maximize ROI. Unfortunately, bottom-line decision-makers can easily interpret ROI maximization as cost minimization and may ask staff to do more with fewer tools. That’s a short-sighted view. In the long run, investing in high-quality tech systems will give your team time to focus on revenue-generating tasks that only a human mind can tackle, such as creating a complex sales proposal or troubleshooting a technical issue for a valuable partner.

Technology also is required to prove ROI by tracking metrics. Partner programs face a high hurdle of logging deals, proposals, prospects, leads and sales funnels for hundreds or thousands of partners. Tasking channel managers to manually monitor and record these metrics in a spreadsheet isn’t efficient or realistic.

PRM platforms are crucial to providing your company with the information you need for proper sales and pipeline forecasting. PRMs are equipped with analytics dashboards and report-generation functionality that make it easy to gauge the success of your program. And keep in mind that best-in-class PRMs integrate with CRM data, so you don’t need to worry about manual data entry errors between both platforms in your forecast calls.

The PRM tracks more than just the sales pipeline; entire program initiatives and resources, including marketing materials and campaigns, can be tracked inside the PRM. The PRM can give you the visibility you need to see how your partners use these materials and determine whether there’s ROI on your efforts.

Competing in a digital-first selling environment is a crucial driver of PRM software use for partners. Marketing and demand generation tools are in high demand, and partners turn to suppliers’ PRMs to execute campaigns. If your program doesn’t offer these value-adds to partners, another program will, reducing partner engagement and, ultimately, your program ROI.

3. Technology Supports Partner Program Continuity & Mitigates Staff Turnover

Partner programs, especially legacy programs with decades-long histories of engaging in indirect sales, can fall victim to their own success without tech systems and processes in place.

Vendor programs can heavily rely on close business relationships between channel account managers (CAMs) and their partners to bring in sales. Some of these business relationships can go back years or even decades, with some extending beyond business to personal friendships.

A CAM who leaves the company by choice or layoff can mean the loss of hundreds of thousands of dollars in monthly recurring revenue (MRR) as their trusted partners move their deals to the new vendor the CAM now calls home.

A partner program equipped with a high-quality PRM capable of integration into other PRM platforms, incentive management platforms, CRM platforms, professional services automation systems (PSAs), analytics packages and marketing automation platforms can keep track of critical relationships between partners and their internal personnel. From this data, the program can work to diversify contacts between key partners and the organization at large. Over time, those partners will begin to trust the vendor company as a whole as they associate with staff members other than their designated CAM and self-serve some CAM functions through these automated systems.

While you should replace front-line positions quickly, short-term vacancies won’t make or break your program if you have a high-quality PRM platform. PRMs enable partners to get core sales process components, like quoting, without needing to engage a supplier employee.

A PRM and a PMS operating in tandem can house all the core processes for onboarding new CAMs and partner personnel, safeguarding the program from staff departures or layoffs. Additionally, partner account information, deal status and other critical information about individual partnerships are stored in the PRM, providing new program reps vital information when picking up where previous staff left off.

Economic uncertainty can spur partner programs into short-term cost-cutting. However, technology investments can set up your program for success in the long run and help you weather the cloudy outlook.

When you’re ready to optimize your partner program tech stack, we invite you to look at what the ZiftONE^TM platform can do for you.

The post How Technology Investments Can Help Your Partner Program Weather Economic Uncertainty appeared first on Zift Solutions.

Industry-leading PRM and TMCA provider offers advisory services to upskill channel programs through new partnership

CARY, N.C.  – August 3, 2023 – Zift Solutions, a leading provider of Partner Relationship Management (PRM) and Through-Channel Marketing Automation (TMCA) software, today announced it is partnering with AchieveUnite to offer Zift customers channel leadership, skill development and advisory services. Together, Zift Solutions and AchieveUnite enable customers to gain access not only to the ZiftONE channel management platform, but also to specific educational programs and services from AchieveUnite. These programs help build Partner Lifetime Value®, a combination of maximizing investments and optimizing strategy around people, partners and programs. All of these elements build trust and make organizations more competitive and relevant in the marketplace.

“Organizations that have a clear partner go-to-market strategy and a comprehensive, state-of-the art partner program are uniquely equipped to leverage the power of the ZiftONE platform and deliver more value to their partners,” said Anthony D’Angelo, Vice President of Sales. “With the combination of AchieveUnite’s partnering expertise and ZiftONE’s market-leading PRM and TCMA capabilities, our customers can be confident that they are in the best position possible to drive material growth through their partner ecosystem.”

The following packages are now available:

Channel Acceleration Bootcamp (CAB): The Channel Acceleration Bootcamp is a comprehensive virtual 6-week program designed to equip you and your team with the skills to develop and maintain a competitive and progressive partner program that not only fits your business needs, but also drives value for your partners.

Accelerate Workshop: Accelerate Workshop is a custom half-day workshop leveraging AchieveUnite’s advisory services to deliver results designed to accelerate program success.

Vendor Maturity Index (VMi^TM): Based on the ground-breaking principles of Partner LifeTimeValue®, VMi^TM holistically examines your partner program through the lens of 5 maturity levels and 13 essential program categories and identifies high-impact areas for improvement.

“Our combined expertise enables Zift customers to gain access to programs that deepen their partnerships, elevate their employees and strengthen leadership capabilities,” said Theresa Caragol, CEO of AchieveUnite. “Together, we are focused on helping channel leaders build stronger teams and partnering relationships.”

To learn more about the partnership between Zift Solutions and AchieveUnite and discover how you can start building Partner Lifetime Value® with AchieveUnite programs, click here.

About AchieveUnite

AchieveUnite is passionately focused on helping organizations thrive through the development of trusting, dynamic partnerships. With deep experience across the channel and partner ecosystem, their proven approach to uplevel partnering expertise and effectiveness delivers strong financial return and business transformation. From strategy to execution, AchieveUnite partners with businesses across multiple industries, including Fortune 1000 clients and start-ups. Partner LifeTime Value® is a registered trademark of AchieveUnite.

About Zift Solutions

Founded in 2006, Zift Solutions is the only Partner Relationship Management (PRM) and Through-Channel Marketing Automation (TCMA) tool built as one to work as one. The company’s ZiftONE platform manages the flow from onboarding to enablement, lead generation to marketing, all the way through sales. Backed by the most experienced team in the industry, Zift was named the only leader in both Channel Marketing Automation and Partner Relationship Management by Forrester Research and a market leader in Partner Management Software and Through-Channel Marketing Software by G2. For more information, visit www.ziftsolutions.com.

The post Zift Solutions and AchieveUnite Partner to Offer Customers Channel Education and Advisory Services appeared first on Zift Solutions.

You can overcome these difficulties and successfully introduce your game-changing product to the marketplace using a dealer management solution (commonly referred to as a partner relationship management platform or PRM). And not just introduce it, but ensure its long-term success.

You just need to make sure your dealers and distributors are aligned with what you’re trying to do. In this article, we’ll look at some ways you equip your network to support your product launch.

But first, it helps to understand why the building industry is so challenging for disruptors to launch innovative products.

Why disruptive products are a challenge to market and sell

The business of building homes and commercial buildings is different than other industries, because the “product” builders and contractors create is so expensive, has to perform well, and has to last a long time.

That changes the calculus for the end users, whether they are homeowners or commercial facility owners. As a result, it changes the calculus for the builders, contractors and installers who buy your products.

The building industry in general is risk-averse. Builders want products they know will work, or at least products that won’t get them in trouble because they’re widely accepted. They may like the idea of new, innovative products, but they don’t want to be the guinea pigs.

In addition, many of the key decision-makers in building, especially contractors, are getting older. Having been in the business for so long, they are used to certain brands, products and processes. Few people like change, especially those who are approaching retirement.

Finally, there is a lot of noise in the building materials industry. Customers are bombarded with messages about new products and innovative processes. It’s tough for brands to stand out unless they have big budgets behind their product launches.

While there are definitely headwinds facing companies that endeavor to introduce disruptive products to the market, that’s not to say it can’t be done. After all, we’d still be in the stone ages if innovations didn’t find their way into the mainstream.

How to use your dealer management platform to introduce innovative products

Aside from spending big ad dollars, one of the best and most efficient approaches to building materials marketing is through your dealer and distributor channel. Your partners are a critical resource, because they have the ear of your customers.

Here are three approaches you can use to make sure your new product is successful.

1. Educate Your Customers

With a new product, process or technology, there will likely be a learning curve. Customers need to fully understand your product before they will adopt it.

Dealers can play a key role here, because they can provide a personal touch to making sure your customers are educated about your product. You should provide them with the tools and knowledge they need so they know your product inside-out and can speak about it with confidence.

2. Focus on the Problem, Not the Product

Innovations are created to solve a problem. In your marketing and channel communication, focus your messaging on that problem first.

If your customers are experiencing that problem, they will be receptive to any ideas that will help them solve it, thus making their lives easier. Most people don’t really care about what makes products innovative. They care about how it affects them.

3. Take Away the Fear of the New

As we mentioned above, customers in the construction industry are hesitant to try new things. They like tried-and-true.

For that reason, your messaging and education should typically downplay the idea that your product has never been seen before. If there is an aspect of your product that is proven – a material or a familiar technology – that’s a good starting point for your marketing message. Otherwise, be careful about using any messaging that states your product is new or disruptive.

Your Dealer Portal is Your Secret Weapon

For building materials suppliers, your dealers and distributors will be the most efficient and effective way to get your message through to your customers. Builders and contractors trust your dealers, and that’s to your advantage.

A SaaS Partner Management Solution (PRM), such as Zift Solutions, provides an efficient and effective way to get your channel partners aligned with your product launch. You can easily provide them with the right messaging, materials and tools to make sure they are communicating effectively with your customers.

Launching a completely new product is never easy, and it’s rare for them to get widespread adoption overnight. But working closely with your dealers and distributors to educate your customers, show how you solve their problems, and take away their fear of the new can make your launch go smoothly.

The post Breaking Ground: Launching Disruptive Products in the Building Material Manufacturing Industry appeared first on Zift Solutions.

CARY, N.C. – July 24, 2023– Zift Solutions, a leading provider of Partner Relationship Management (PRM) and Through-Channel Marketing Automation (TCMA) software, has been named as a “Leader” in The Forrester Wave™: Partner Relationship Management, Q3 2023 report by Forrester Research.

Zift Solutions was among the select companies that Forrester invited to participate in its Q3 2023 Forrester Wave™ evaluation, Partner Relationship Management, Q3 2023. In this evaluation, Zift Solutions’ top scores in the Strategy Category were in the Roadmap and Adoption criteria.

In Forrester’s evaluation, Zift Solutions received the highest score possible in 12 criteria, including:

• Current Offering Category: Business planning and management, Guided partner journey and experience, Continuous partner enablement, Content Management, Partner demand management, Lead and opportunity management, Platform governance and security, Partner types, classifications, and values, Personalization and customizations
• Strategy Category: Roadmap, Adoption

According to the report, authored by Hannibal Scipio, “Zift Solutions shines with a comprehensive platform for optimal engagement. Launched a few years ago, Zift Solutions’ new partner platform has come of age. It has transformed from a product focused on channel programs to an extensible platform for ecosystem partners to deliver excellent customer experiences. With its more recent enhancements, including integration of generative AI technology, such as ChatGPT, and a superior roadmap to deliver increasing self-serviceability, expanded automation, and ecosystem-wide engagement, it is well-positioned for success.”

“We believe being named as a leader in this Wave evaluation validates what our customers have been saying about the value that ZiftONE brings to the channel and partner programs,” said Lionel Farr, CTO, Zift Solutions. “We remain committed to delivering the most innovative solution in the market, further empowering our customers, and continuing to shape the future of Partner Relationship Management.”

The ZiftONE Partner Relationship Management (PRM) and Through Channel Marketing Automation (TCMA) platform is purpose-built to support a solution provider’s entire partner ecosystem while delivering greater efficiencies to the entire organization. It manages the flow from onboarding to enablement, lead generation to marketing, all the way through sales.

A copy of the complete report is available HERE.

About Zift Solutions

Founded in 2006, Zift Solutions is the only Partner Relationship Management (PRM) and Through-Channel Marketing Automation (TCMA) tool built as one to work as one. The company’s ZiftONE platform manages the flow from onboarding to enablement, lead generation to marketing, all the way through sales. Backed by the most experienced team in the industry, Zift was named the only leader in both Channel Marketing Automation and Partner Relationship Management by a leading independent research firm, as well as a market leader in Partner Management Software and Through-Channel Marketing Software by G2. For more information, visit www.ziftsolutions.com.

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6 Steps to Create a Successful Channel Incentives Program

Our last roundup blog covered best practices for a successful channel incentives program. As a reminder, channel incentives programs offer rewards from vendors for ecosystem partners to engage them in promoting and selling providers’ services, solutions and products. They improve partner ecosystems by:

• Driving partner performance and sales pipeline
• Boosting customer satisfaction
• Increasing supplier and partner revenue
• Earning partner loyalty for select providers
• Prioritizing vendor solutions and services
• Differentiating suppliers from their competition
• Gaining partner mindshare for vendors

Common types of channel incentives include:

• Channel sales incentives
• Channel SPIFFs
• Channel marketing incentives
• Market development funds (MDF)
• Channel enablement, training and certification incentives
• Channel rebates
• Channel referral incentives
• Loyalty incentives and partner retention

But what are the actual steps to create a successful channel incentives program? To answer this question, we spoke with six industry experts. Our panelists include:

• Anita Sharifi, Vice President, Co-Founder & President for corporate gifting platform DONO
• Nichole Gunn, Chief Marketing Officer for incentive rewards program consultancy and incentive management software provider Incentive Solutions
• Eli Jacobson, Director of Channel Strategy & Operations for deep observability company Gigamon
• Cyndi Radke, Strategic Advisor for global employee experience solution provider ITA Group
• Stacy Conrad, Senior Vice President of Channels for managed services provider TPx
• Heather Tenuto, Chief Revenue Officer for partner relationship management (PRM) and channel management platform provider Zift Solutions

Want to skip ahead? Check out six steps for creating channel incentives programs in 2023:

1. Determine Sales Incentives Based on Industry Standards
2. Match Internal Incentives to Partner Incentives
3. Use Market Development Funds (MDF) to Gain Partner Mindshare & Promotion
4. Communicate Incentives Through Multiple Pathways
5. Assign Dedicated Personnel to Your Incentives Program
6. Automate Your Incentives Program

What Are the Best Practices for a Successful Channel Incentives Program?

The survey for our recent blog on the best practices for a successful channel incentives program identified six essential incentive strategies to drive growth in partner ecosystems:

1. Prioritize Long-Term Incentives to Stay Competitive

Partner ecosystems should focus on long-term relationship development with select partners in a multilayered incentive approach, including:

• Loyalty incentives
• Rebates
• Universally applicable industry education

Short-term incentives, such as SPIFFs, can be effective but tend not to be a reliable point of differentiation between a supplier and their competition since all it takes is a competitor to provide a larger SPIFF to “win” short-term incentive deals from transacting partners.

2. Align Partner Goals & Supplier Goals to Inform Incentives

Alignment between vendors and their partners is critical to any incentive program. Providers should talk to their partners, look at overall business objectives and business models, verify they’re compatible and operate in tandem to reach goals following a joint business plan.

3. Design Incentive Types to Work Together

Partner programs often offer multiple incentives for partners, such as MDF, business development funds (BDF), points-based solutions, rebates, SPIFFs and more. Create a framework to combine these differing incentive types to drive toward the program’s targets. A simple example is a points-based program that incentivizes specific sales and marketing activities that are also supported by MDF and BDF.

4. Avoid Turning Incentives into Entitlements

Partner programs can easily fall into the trap of overreliance on incentives to bring in sales. In turn, partners may come to expect an incentive on every deal and interpret any incentive change as a compensation cut and stop sending deals to the supplier altogether.

5. Incentivize Roles Beyond Partner Salespeople

Partner programs commonly incentivize sales partners, yet sellers are only one of the roles in the partner organization responsible for selling and servicing the end customer account. To get organization-wide mindshare, consider compensating sales engineers, product specialists, customer service personnel and others.

6. Incentivize Pre-Sale & Post-Sale Activities

New account wins and deal closes may be a logical place to start incentivizing transacting partners, but it isn’t where your incentives should stop. Extend incentives beyond deal wins to pre-sales and post-sales activities such as marketing, training and collaboration to increase the likelihood of more new wins and retention of existing accounts.

6 Steps to Create a Successful Channel Incentives Program

Beyond the best practices, our expert panel also identified six steps companies should take to create their channel incentives program.

1. Determine Sales Incentives Based on Industry Standards

One of the first items partner programs must establish in their incentives program is compensation-oriented sales incentives. “I think the competition determines much of this [compensation],” says DONO’s Sharifi. “When selling technology, there is a general range of compensation that partners expect for certain products and falling somewhere within this range is what gives your product the mindshare it needs to be more successful in the channel. Since everyone at DONO has a background in technology, we are already familiar with the ‘acceptable compensation’ range for partners. We adjusted DONO’s pricing and compensation models to be more in line with industry standards.” 

Setting compensation and incentives may take some time if your products and services are new, even if you’re familiar with the expected compensation ranges for your industry. “This actually took quite a bit of time as we had to make sure our pricing made sense for the end user, based on the market, and we had to make sure it was lucrative enough for the partners who would be selling our solution,” says Sharifi. “We don’t have competition in the gifting space per se, but as a technology solution that partners can lead with, we aimed to be in the same ballpark as what other technology companies are offering.” 

Industry standards can evolve over time, so make sure you’re in line with current trends. TPx’s Conrad says more incentive programs will focus on subagents who are actually selling versus the technology services brokers (TSBs) or distributors. “The TSB programs have become so expensive that it is harder to differentiate yourself amongst the competition at the TSB level,” Conrad says. “But at the seller level, there is plenty of room to gain mindshare with unique programs.”

2. Match Internal Incentives to Partner Incentives

Our panel found that duplicating incentives between internal teams and external partners helps to create proper alignment up and down the sales channel. “At Gigamon, we have a channel-first strategy,” explains Gigamon’s Jacobson. “This means that if we have incentives in place internally, we extend them externally to our partner community. We’ve increased our incentives around new logo acquisition and cloud sales internally and have therefore extended those externally.”

Jacobson has found this strategy successful and his partners have vouched for it. “Per our partners, when we align our internal goals with our external incentives, it creates even more demand for our partners to proactively align with Gigamon to achieve our common goals,” says Jacobson. “Align incentives with company goals and be creative in how you engage directly with your partners to get their buy-in and participation.”

3. Use MDF to Gain Partner Mindshare & Promotion

Our panel has seen the deployment of MDF be a practical step in moving the needle with partners in ecosystem incentive programs. “Partners who take advantage of these marketing dollars, which the partner can use to market their own brand and their own events, often commit to a certain amount of sales with the company providing the MDF funds,” says DONO’s Sharifi. “This commitment gives the company an idea as to how much sales the partner is going to bring into their organization [as a measurable ROI].” 

Sharifi adds that MDF is a reliable way to entice partner organizations to promote supplier solutions actively. “…[W]e know it is an effective way to get mindshare and a way to get more people ‘on your side, promoting your product’ so to speak,” says Sharifi. “The partners that we see taking advantage of these programs are heavily invested with the companies offering the MDF and are constantly striving to better themselves and increase the value they bring to their customers.” 

ITA Group’s Radke echoes the same sentiments around MDF providing a clear ROI for partners and providers. “Using MDF funds can help partners achieve a positive ROI on the funds they jointly invest,” says Radke.

4. Communicate Incentives Through Multiple Pathways

The experts on our panel say setting incentives and MDF are only the first step. “Once a program has been established, it’s imperative that it is effectively communicated to partners …,” says DONO’s Sharifi. “Oftentimes, communicating with partners directly will help with much of these changes.”

ITA Group’s Radke agrees, noting “clear and frequent communication” are critical for a successful incentives program.

Incentive Solutions’ Gunn puts it another way, stating that a lack of communication is often the primary challenge to successful incentive programs. Communicating program incentives can be easier said than done, as vendors must rise above the noise to gain mindshare. “Our biggest challenge is getting the word out to our partners,” says Gigamon’s Jacobson. “They are inundated with so many newsletters and emails from vendors that it’s tough for them to concentrate on a singular vendor to drive success. To work through this, we’ve increased our ’through-CAM‘ marketing and partner engagement, as well as enlisting distributors via incentive, to scale our messaging directly to partners. This grassroots, direct approach to our partner sellers [have] paid off.”

5. Assign Dedicated Personnel to Your Incentives Program

Just as partner programs have personnel dedicated to partner recruitment, onboarding, training and marketing, they also need staff responsible for incentives. “Trouble comes when no one owns the incentive program,” says Incentive Solutions’ Gunn. “We [Incentive Solutions] are service focused, so we do the heavy lifting, but programs with dedicated program managers always outperform those that do not. Incentive programs should be seen and treated as integral tactics within a marketing strategy.”
Gigamon’s Jacobson agrees on the need for dedicated incentives program personnel, primarily due to the comprehensive needs of different partner types and departments. “The operational management can be burdensome,” says Jacobson. “Having an individual or team of individuals managing and auditing is a step in the right direction for a seamless partner experience.”

6. Automate Your Incentives Program

Once you’ve determined your partner incentives, developed communications strategies and assigned management staff, you can make it easier and more scalable by automating it using a partner relationship management (PRM) software platform.

“Long gone are the days of manually tracking commissions and incentive attribution in spreadsheets,” says Zift Solutions’ Tenuto. “If you want to scale your ecosystem and provide an error-free and timely experience for your partners, you need a PRM to automate incentive attribution. Requiring partners to register deals in your PRM to qualify for incentives simplifies processes for your incentives program staff but also fulfills a key need for your C-Suite — sales pipeline and revenue forecasting, which is notoriously difficult in channel-focused organizations.”

Both fledgling and mature partner ecosystems can take these six steps to design and launch an incentives program that will produce results.

The post 6 Steps to Create a Successful Channel Incentives Program appeared first on Zift Solutions.

Educating your customers is one of the best ways to impact your sales, and your building materials channel partners can play a key role in this strategy. After all, they are the ones who work with your customers directly, and they can reach far more people every day than you can.

Most importantly, pursuing a strategy of educating your customers can result in increased brand preference and trust among your customers, because they will view you as thought leaders and industry experts. They will also view your channel partners in that same light, creating more loyalty among that critical audience.

Using a SaaS channel management solution makes it easier for you to leverage your channel network as a way to carry your education message to your customers.

What should you teach your customers with your dealer management portal?

What you need to teach your customers will depend almost entirely on your product category and your value proposition. However, there are a few general topics that will always be interesting to customers.

Your product installation and application

If you offer a building materials product that requires some sort of installation, customers will always be interested in how to install it or when and where to use it. That’s particularly true if you have a new, category-changing product, when proper installation affects performance, warranty, and ultimate customer satisfaction.

If your customers are in the skilled trades, education is also critical. Plumbers, electricians, HVAC technicians, carpenters and other trades constantly need to train new employees. If you and your partners can be a resource for that training, that helps build awareness and loyalty for your brand.

Industry trends and changes

Residential and commercial construction is complicated. Building requirements, codes, technology and methods are always changing, so customers will constantly be hungry for new, up-to-date information.

You likely have experts within your organization whose knowledge can help your customers stay up to date. Your engineers, compliance experts, customer service, and even sales and marketing teams can offer insights and information your customers can use.

Safety

This is a nearly universal concern in building and construction. Contractors, installers, and homeowners all have a vested interest in preventing accidents by ensuring proper use and installation of building materials.

When you offer safety education to your customers, you not only help prevent liability claims, you also show your genuine concern for people’s wellbeing.

How to use your dealer management portal to educate customers

Your SaaS channel management portal is an ideal tool for providing educational content through your channel. In addition, it helps you make your channel partners more effective educators themselves, helping you reach a broader audience.

Here are some strategies for leveraging this group to educate customers.

Train the trainers

Your channel partners’ sales and customer support personnel are constantly in the field, and they never know when the opportunity to educate customers – formally or informally – will present itself.

By providing ongoing training to your network through self-guided training modules, manuals or videos, you can help ensure that they’re always ready to share knowledge with the customers.

Co-branded webinars

Webinars are an effective training tool, because they’re easy for customers to use and can reach a virtually unlimited audience.

You can use your channel management portal to coordinate and develop webinars that carry both your brands, and feature subject matter experts from both entities. This is a great way to provide rich, detailed content that customers can use, while creating brand awareness and loyalty for your brand and for the companies in your network.

Training materials library

Some channel partners will have the opportunity to provide advanced, in-person training to contractors, trade school students, consumers, and other customer segments. To facilitate these opportunities, you can use your channel management portal to provide curricula, manuals, handouts, Power Point presentations and course scripts to your partners.

You can also provide digital tools, such as how-to videos, blog posts and e-books for your partner network to customize, offer on their websites or use in online education settings.

Use your dealer management portal to educate your customers

Education is one of the most under-rated forms of marketing. It provides valuable information that customers can use to make better, more informed decisions about the products they use and how they use them. It’s also an effective way to promote and sell your products to customers in a way that feels more natural and helpful, instead of aggressive and pushy.

Your channel partners are a huge resource you can leverage to reach your customers directly, individually, and at scale. And the best way to leverage that resource is through your channel management portal.

Learn more about how ZiftONE and how it can help your building material manufacturing business drive revenue and stay competitive!

The post Constructing Customer Loyalty: Build a Strong Foundation with Your Dealer Management Solution appeared first on Zift Solutions.

According to the report, the primary business issues channel partners face include:

1. Managing Uncertainty
2. Driving Growth
3. Improving Speed to Market
4. Focusing on New Markets
5. Improving the Effectiveness of Sales and Marketing
6. Reducing Customer Churn
7. Attracting and Retaining Employees
8. Improving Profitability per Customer
9. Keeping Pace with the Competition
10.  Increasing No. of Offerings per Customer (Cross-Sell/Upsell)

The leading digital marketing priorities for channel partners include the following:

1. Social Media (with 70 percent of respondents identifying it as a priority)
2. Email Marketing (with 68 percent of respondents identifying it as a priority)
3. Vendor Partner Referrals (with 60 percent of respondents identifying it as a priority)
4. SEO Implementation (with 56 percent of respondents identifying it as a priority)
5. Analytics (with 52 percent of respondents identifying it as a priority)
6. White Papers/Thought Leadership (with 40 percent of respondents identifying it as a priority)

Suppliers can help address partner issues and marketing priorities via through-channel marketing (TCM) and through-channel marketing automation (TCMA). 

What is Through-Channel Marketing?

Through-channel marketing (TCM) is a B2B marketing strategy suppliers use to promote their products and services through their partner ecosystem to reach end-user customers. TCM requires vendors to enable their ecosystem partners to communicate with prospects through various marketing tactics.

Through-channel marketing activities include:

• Flyers and data sheets
• Battlecards
• Blogs
• Case studies
• eBooks
• White papers
• Presentations
• Videos
• Podcasts
• Webinars
• Events
• Digital campaigns
• Social campaigns

What is Through-Channel Marketing Automation?

Through-channel marketing automation (TCMA) applies standard marketing automation to through-channel marketing, specifically for vendors to provide their partners with materials to market their products and solutions. TCMA allows partners to compete in digital marketing without becoming experts in marketing strategies, tactics and platforms.

TCMA offers partner ecosystems various ways to streamline channel marketing efforts, including:

• Accelerating go-to-market for new product launches, service promos or other offerings by scaling instantaneously across a supplier’s partner ecosystem
• Automating distribution of sales enablement content to ecosystem partners quickly and efficiently
• Scheduling of automated emails and tracking performance so vendors can prove communication with their ecosystem
• Triggering sales enablement emails based on engagement activity (e.g., form-fills) to walk partners through a vendor’s sales process
• Sending surveys to get ecosystem partner feedback on product knowledge and areas to improve marketing enablement
• Removing as many manual hand-offs of assets between supplier and partner personnel as possible
• Gaining the confidence of key partners who now have a much shorter time to revenue due to automation

The ”automation” part of TCMA is enabled through a SaaS-based TCMA platform like a partner relationship management (PRM) system. A TCMA platform allows partner marketing activities to be scaled across large partner ecosystems with hundreds or thousands of partners.

If you’re considering getting started with TCMA platforms, you should know there’s never been a better time to do so. Think about this: automation enables efficiency. The more efficient your channel program’s processes are, the more likely you are to see a return on investment in it. You can do more with less. Let the power of TCMA achieve better results and pay for itself.

What are the Key Features of a Through-Channel Marketing Automation Platform?

Interested in a TCMA platform but not sure where to start? High-quality TCMA platforms come with the following:

• Streamlined workflows for ease-of-use
• Group and user management
• Digital branding software, including branding of video content
• Social media syndication
• Email campaign creation and automation
• Portal page creation
• Partner microsite creation
• A library of brand-compliant and customizable marketing assets
• The option to get translated marketing assets for different regions around the globe
• An efficient portal from which marketing programs can be launched, tracked and measured
• Robust analytics for suppliers to track and measure performance, MDF and BDF usage
• The ability to quickly operationalize asset delivery
• Simplified viewing for partners to track and spend MDF

Channel Partner Digital Marketing Priorities Addressed by Through-Channel Marketing Automation Platforms

A TMCA platform can effectively address four of the six digital marketing priorities for channel partners in 2023 identified by Techaisle, including:

• Social Media
• Email Marketing
• White Papers
• Analytics

Suppliers can create these customized, messaging-compliant and brandable materials for their partner ecosystem. Let’s walk through some examples viewable within the ZiftONE platform. 

Through-Partner Email Campaign Example:

Providers can customize email campaigns based on partners and partner types. Then they can package campaigns for their entire partner ecosystem without adding to their team’s workload.

Partners can send campaigns directly to customers, reflecting their own brand while promoting vendor products. An API automatically connects with email automation platforms and provides copy-and-paste HTML for partners that send emails through other services.

Customizable Collateral Library Example:

A TCMA platform provides a brandable asset library that allows vendors to apply partners’ branding to content easily, use text blocks to plug in partners’ information and put relevant content in partners’ hands fast, including the white paper and thought leadership collateral they’re looking for. 

Analytics Example:

A robust TCMA platform enables suppliers to:

• Keep track of lead registrations and attribution
• Which campaigns and collateral are being deployed and are successful
• Partner activity

Deploy a TCMA platform for your partner ecosystem and you’ll be on the path to meeting partners’ leading digital marketing needs in 2023.

The post How Vendors Can Address Partner Marketing Needs in 2023 with Through-Channel Marketing Automation appeared first on Zift Solutions.

Ensuring the channel content you provide on your dealer portal helps them do their jobs better, and ultimately will result in better sales. Here’s why.

Saves them time

Time is the most precious commodity any of us have, and that goes double for sales people. They need to spend as much time as they can researching and understanding their customers, solving their problems, building relationships, and taking their orders.

Any time spent searching for the right sales tools and product materials takes away from their main jobs. If you can personalize the content they receive through your channel management portal, you maximize the time they have to do what they do best.

Gives them information they can use right away

There’s nothing better than having the right tools, the moment you need them. That’s what personalizing your portal content does.

If a sales representative regularly uses training guides and spec sheets in certain formats, they need to be able to access them when they need them, not spend time sifting through a menu of available tools. That speeds up the sales process, helps create satisfied customers, and makes your channel sales people look good.

Helps them adapt to a changing marketplace

Smart sales people are not stuck in their ways. They are able to adapt to changing sales environments and respond to new scenarios. Especially if they have the right materials at their fingertips.

With content that’s customized to their needs and preferences, channel sales people can turn on a dime and use the right tools at the right time. And increase their opportunities and closing rates.

How to personalize your channel management portal content

Personalized content makes life easier for your channel sales people, but it may sound like it’s easier said than done. After all, your channel may have hundreds, even thousands of individuals, each with different needs and approaches.

But with the right channel management solution, it can be done.

Let sales people self-select

One of the first things you can do is allow sales people to tell you what they need. Provide options when they set up their account to let you know the types of materials they use most and how they use them. This will help you give them what they need, and also provide valuable insights into your channel sales force.

Provide options

Sales is not a one-size-fits-all process, and every sales representative has different preferences. To account for this, create multiple versions of your sales materials. Detailed and short versions. Digital and printable. Video and text. The more options you provide, the easier it will be for sales people to find the tools that work for them.

Get feedback and track usage

Finally, the best way to provide personalized content is to let the channel tell you what’s working and what’s not. If you solicit feedback, and act on it when you can, not only will you improve your materials, you’ll show your channel partners that their input is valued.

Of course, not everyone provides feedback, even when asked. So you should also track how your materials are used. Through this process, you will begin to notice patterns of how sales people operate and what materials work best. And that makes personalization easier.

Conclusion

Personalizing the content you provide through your channel management portal is an effective way of maximizing the effectiveness of your channel sales force. And better yet, it helps create brand loyalty.

It encourages your channel partners to use and engage with your portal because they perceive it has value. When more people use your portal, the greater return on investment you will realize.

But most importantly, it helps to create a true partnership with your channel partners because it fosters two-way communication. When your channel partners get the materials they can actually use, they feel like you’re paying attention to them and are trying your best to help them.

And that results in loyalty and dedication that can’t be achieved any other way.

Learn more about how ZiftONE and how it can help your building material manufacturing business drive revenue and stay competitive!

The post Personalizing Dealer Portals for Building Material Manufacturers appeared first on Zift Solutions.

The post Supercharge Your MSP Business: How a Channel Management Platform Drives Profitability and Market Domination appeared first on Zift Solutions.

ZiftONE Tier Programs enable partner programs to set up rules for multiple partner tiers, show partners what they need to do to meet the criteria for different partner tiers, easily monitor which partners have made progress and manually move partners up or down to different tiers if partner management teams feel they should be eligible outside program rules. Tier Programs can take into account revenue actions like deals registered, training actions like certifications completed, marketing actions like campaigns, and other aspects of partner performance. Partner program management can utilize ZiftONE’s Partner Groups to filter which Tier Program is displayed. Partners can be listed in more than one Tier Program, enabling partner programs greater flexibility. Tiers can be set to update automatically or manually; if a program changes its tier status quarterly or yearly, they are empowered to do so.

ZiftONE User Achievements rewards partner portal users for engaging with activities by granting points for every achievement completed. These can be repeatable or set to be completed one time only. When an achievement is completed it changes color, so every partner representative can easily see what they still have left to achieve. Completing an achievement earns points for the individual and shows their progress in the portal. User Achievements can be centered around marketing activities, onboarding completion, training completion, the registration of deals, lead activities, and more.

Both ZiftONE Tier Programs and User Achievements allow for custom imagery, ensuring that the look and feel of the portal are in line with each company feature and overall brand strategy.

“Motivating and rewarding partners and the people who work within partner programs are key to driving greater engagement,” Heather Tenuto, Chief Revenue Officer at Zift Solutions, said. “Making partner program compliance, like a Tier Program, easily viewable to partners is a huge step in driving this behavior. Setting goals for individual users takes this even further. These new features show Zift’s commitment to helping set customers apart from other partner programs.”

Tier Programs and User Achievements have been rolled out to customers in the powerful ZiftONE platform. They are included in Zift’s top-rated feature set with no additional licensing fee for all new customers. Current ZiftONE customers are encouraged to contact their Customer Success Manager (CSM) if they have questions about these new features.

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About Zift Solutions

Founded in 2006, Zift Solutions is the only Partner Relationship Management (PRM) and Through-Channel Marketing Automation (TCMA) tool built as one to work as one. The company’s ZiftONE platform manages the flow from onboarding to enablement, lead generation to marketing, all the way through sales. Backed by the most experienced team in the industry and fueled by the recent $70M capital investment by Investcorp, Zift has been named the only leader in both Channel Marketing Automation and Partner Relationship Management by Forrester Research and a market leader in Partner Management Software and Through-Channel Marketing Software by G2. For more information, visit www.ziftsolutions.com.

The post Zift Solutions Launches Features to Increase Partner Engagement appeared first on Zift Solutions.

6 Best Practices for a Successful Channel Incentives Program

Partner ecosystems are often a critical path to revenue growth for suppliers, with channel sales making up 75 percent of global commerce. An effective channel incentives program is a core element of a thriving partner ecosystem and ensures high-quality channel management.

What are the top best practices for a successful channel incentives program? To answer this question, we spoke with eight industry experts. Our panelists include:

• Heather K. Margolis, Senior Vice President of Marketing for partner engagement and business optimization company 360insights
• Anita Sharifi, Vice President, Co-Founder & President for corporate gifting platform DONO
• Nichole Gunn, Chief Marketing Officer for incentive rewards program consultancy and incentive management software provider Incentive Solutions
• Eli Jacobson, Director of Channel Strategy & Operations for deep observability company Gigamon
• Cyndi Radke, Strategic Advisor for global employee experience solution provider ITA Group
• Jasmina Muller, Chief Ecosystem Officer for enterprise co-selling platform PartnerTap
• Stacy Conrad, Senior Vice President of Channels for managed services provider TPx
• Anthony D’Angelo, Head of Customer Growth for partner relationship management (PRM) and channel management platform provider Zift Solutions

Interested in jumping ahead? Check out six best practices for channel incentives programs to use in 2023:

1. 1. Prioritize Long-Term Incentives to Stay Competitive
   2. Align Partner Goals & Supplier Goals to Inform Incentives
   3. Design Incentive Types to Work Together
   4. Avoid Creating Incentives into Entitlements
   5. Incentivize Roles Beyond Partner Salespeople
   6. Incentivize Pre-Sale & Post-Sale Activities

What are Channel Incentives?

Channel incentives are rewards from suppliers and vendors for channel ecosystem partners to engage them in promoting and selling suppliers’ services, solutions and products.

What are the Benefits of Channel Incentives?

Channel incentives provide channel partner recruitment, partner engagement and business development benefits for partner ecosystems, including:

• Driving partner performance and sales pipeline
• Boosting customer satisfaction
• Increasing supplier and partner revenue
• Earning partner loyalty for select providers
• Prioritizing vendor solutions and services
• Differentiating suppliers from their competition
• Gaining partner mindshare for vendors

What are the Types of Channel Incentives?

Various channel incentives exist depending upon their application for a specific partner type and vendor end goals. The most common types of channel incentives include

• Channel sales incentives – Sales-oriented incentives for transacting partners are the most common type of partner incentive within partner ecosystems. Channel partner sales reps are rewarded based on sales volume, margin, product type, incremental overall growth goals, target industry growth goals and other sales-focused benchmarks. Partners receive single-use debit cards, gift card rewards, points-based merchandise rewards, incentive travel rewards, awards to publicize sales success and other forms of compensation.
• Channel SPIFFs – SPIFFs (Sales Performance Incentive Funds) are well-known channel sales incentives that provide an individual partner sales rep or the partner company with a monetary reward based on a percentage of the deal closed. SPIFFs are typically short-term promotions that target specific business initiatives, such as growing the market share of a new product or increasing customers in an underserved industry vertical.
• Channel marketing incentives – Channel marketing incentives encourage channel partners to co-market supplier solutions and build the supplier’s brand.
• Market development funds (MDF) – MDF is funding the supplier provides to a partner to help that specific partner market and promote the supplier’s products and services. Access to MDF is typically earned by achieving a program tier or proving ROI for the activity. MDF is usually allocated discriminately, tracked carefully and may have revenue requirements from a partner given the MDF to adhere to receive MDF in the future.
• Channel enablement, training and certification incentives – Training and certification-focused incentives reward partners for completing sales, marketing, product and technical training courses, taking quizzes and achieving certifications available in a program’s learning management system (LMS). These incentives also reward attending in-person and online educational events, lunch and learns, tradeshows and webinars. These incentives include points-based rewards, gift cards and access to higher tiers in tiers-based programs.
• Channel rebates – Channel rebate programs create demand and influence end customer buying decisions, which can push a supplier’s solution set over the line with decision-makers. Partners are typically rewarded based on order size or frequency for a particular product set.
• Channel referral incentives – Referral incentives reward channel partners for deal registration and identifying possible sales opportunities. Like other sales-based incentives, they take the form of points-based rewards, gift cards, debit cards and incentive travel rewards.
• Loyalty incentives and partner retention – Channel loyalty incentives are designed to retain high-performing channel partners who have already reached and claimed other incentive rewards. Their primary purpose is to keep your most valuable partners away from competitive partner programs. Instead of providing monetary compensation for growth, the supplier offers financial compensation for retaining existing revenue across specific periods with established thresholds around contract renewals for end customers.

6 Best Practices for a Successful Channel Incentives Program

Our expert panel identified six best practices companies should adopt in designing their channel incentives program.

1. Prioritize Long-Term Incentives to Stay Competitive

In our recent blog on 2023 channel program predictions, our panelists at the time predicted vendor partner funds would move to long-term investment versus short-term incentives, and our current panel confirms this trend.

Our panel cautions against focusing program resources on short-term sales incentives like SPIFFs for transacting partners. Instead, they advocate long-term relationship development, such as loyalty incentives[DC5] , rebates that extend through partners to their end customers, access to universally applicable industry education and more.

“We all think that extra margin will push the needle to close that deal,” says PartnerTap’s Muller. “We put in that 3X, 5X monthly incentive on closed deals [It] was a short-term strategy to gain and recruit new partners. But how long does that really last until your competition does it one level better? Then you have the constant ’back and forth’ of adding additional margin points here and there [and ultimately]; it doesn’t differentiate you.”

“Why not look at the long term, where you will see the benefits for both companies? Partners want to work with qualified opportunities [and] they want to be able to trust that they will be working alongside a ‘teammate.’”

Incentive Solutions’ Gunn notes that SPIFFs can still be effective, but her clients are incorporating long-term incentives such as loyalty programs for rewards for cumulative performance over time. “We have found the best success in beginning with SPIFFS, [with] the long-term goal of loyalty incentives,” says Incentive Solutions’ Gunn. “We tend to take a tiered approach, recommending points [and] online rewards for the mid 60 percent of channel partners, and group travel for the top 20 percent of [distributors] and their top dealers.”

Gunn outlines how incentive management software provider Incentive Solutions approaches a successful sales incentive program. “The best approach [is] percentage of sales [revenue], percentages from our clients to their distributors, and then a [percentage] of sales revenue from the distributors for their dealers, and then rebates to the consumer,” says Gunn. “This multi-incentive approach works well, as you’re creating brand familiarity and loyalty through the channel. Once a client collects the dealer and consumer data, they can open lines of communication [with] them. We highly recommend a multi-touch approach to take advantage of the opportunity to build a connection.”

2. Align Partner Goals & Supplier Goals to Inform Incentives

Previous panels have stressed the need for alignment between partners and suppliers, and this panel is no different. Goal alignment is a core requirement for a successful partnership between a supplier and their partners.

“To build a successful partner program, start by aligning your business goals and objectives with partner preferences,” said DONO’s Sharifi. “Maintain constant communication with your partners to make frequent adjustments and ensure that your program is always improving.” 

PartnerTap’s Muller also recommends starting a dialog with partners to ensure incentives are meaningful. “The best way to provide the best incentives for the partner ecosystem is [to] ask them,” said PartnerTap’s Muller. “Seriously, [ask] what drives them [and] what they need to be successful for their business.” 

TPx’s Conrad agrees, noting that communicating with partners will ensure your incentives align with how they do business. “Talk to your channel partners, ask them what motivates them [and] what will encourage them to quote and sell your solutions,” says TPx’s Conrad. “You must also understand their business model to make sure the incentives benefit the sellers.”

3. Design Incentive Types to Work Together

Our panel encourages programs to leverage multiple types of incentives in concert to drive toward your objective.

“There are several types of channel incentives, including MDF [and] BDF, points-based solutions, rebates and SPIFFs, to name a few,” says 360insights’ Margolis. “These incentives, when created to work together, can build a much stronger relationship with partners. For instance, if your points-based program incentivizes the right sales and marketing activities and your MDF [and] BDF program provides funding for these activities, your partners will be driving more predictive revenue in a few months.”

Creating incentives that work in tandem also requires that you coordinate implementation across your organization. “The most common challenge we see is that these different types of incentives are often run by different lines of business who may or may not collaborate well,” says Margolis.

Driving channel sales behavior also may require you to offer complementary incentives. “One common challenge is most incentive programs reward partners [for selling] net new business and growing the channel, yet we are also still expecting them to focus on renewals and upsells,” says TPx’s Conrad. You need to reward partners for both.

4. Avoid Creating Incentives into Entitlements

Programs need to be wary of making incentives the primary lever for bringing in sales or literally overcompensating for deficiencies in the offer or organization. ITA Group’s Radke explains: “[Program] challenges include ’throwing’ cash or other incentives at a problem without proper understanding and thus making the award an entitlement.”

Zift Solutions’ D’Angelo agrees that making incentives an expectation on every sale will eventually backfire. “A sales incentive should be a reward for closing a deal of a certain size, target vertical or another criterion,” D’Angelo says. “Paying SPIFFs on every deal is not sustainable, and when you pull them back, partners that rely on SPIFFs may interpret the change like a compensation cut and stop sending you deals altogether.” 

5. Incentivize Roles Beyond Partner Salespeople

Partner programs commonly incentives sales partners, but they are just part of the organization that sells and services the account. 

Gigamon’s Jacobson advocates for compensating other roles inside the organization. “What separates us [Gigamon] on the sales side is that we’ve directed some of our incentive budget to the Sales Engineers (not just partner sellers),” says Gigamon’s Jacobson. “They play such an important role in the sales cycle and should be incented to successfully complete training and drive an opportunity to a successful close.”

DONO’s Sharifi echoes the same sentiments to retain partner engagement. “Involve key stakeholders from all parts of the organization and offer a range of rewards and recognition options to keep partners motivated and engaged,” she says.

6. Incentivize Pre-Sale & Post-Sale Activities

Our panel also recommends extending incentives beyond wins to pre-sales and post-sales activities. “Our clients who are successful not only incentivize the end result, or sale, but also incentivize the activities that lead to the sale,” says 360insights’ Margolis. “By providing some sort of incentive throughout the funnel, so to speak, you’re motivating partners to do the things that will help them drive business for the longer term.”

Incentives should ideally extend outside sales-oriented activities to marketing, training and collaboration activities that take up partners’ time but are invaluable for suppliers.

Gigamon’s Jacobson says his company provides incentives for completing training. “When we think about our SPIFFs, we think about the entire sales cycle. Completing training is the first step in becoming better at positioning a product [or] solution. Once there is a foundational knowledge of the solution, this leads to deal registrations and eventually the successful closure of opportunities,” he says. 

Jacobson also points to incentivizing marketing activities, like case studies. 

Incentive Solutions’ Gunn agrees, noting her clients often award points “for marketing tasks like Google reviews, participating in surveys or joining client panels to help test products and provide much-needed feedback.” 

Startup and household channel companies can use the above best practices for their channel incentives program to improve engagement with their ecosystem partners and increase their bottom line.

The post 6 Best Practices for a Successful Channel Incentives Program appeared first on Zift Solutions.

Businesses that rely on an indirect channel to amplify marketing campaigns, generate leads and close sales need a single, enterprise-wide view into the performance of every partner, regardless of business unit, geography, product set or distribution strategy. This information is critical for accurate forecasting, planning and global expansion. Until now, companies managed their various partner programs separately using disparate applications and platforms without a consolidated enterprise dashboard. ZiftONE Global eliminates the time-consuming process of managing, extracting and consolidating critical business information about channel partners and performance. The PRM platform provides a centralized way to manage, analyze and present channel performance data in an easy-to-follow dashboard.

ZiftONE Global is purpose-built for worldwide industries including technology, telco, manufacturing, building materials and other companies that have multiple partner programs with various channel configurations. By using ZiftONE Global, customers can easily expand into new regions, integrate partner programs from newly acquired companies and amplify marketing campaigns without eroding brand equity. The platform drives higher partner engagement, faster sales cycles, increased revenue and greater market share. For partners, the advanced channel enablement capabilities of ZiftONE Global eliminate potential roadblocks to success, even delivering leads directly into a partner’s CRM of choice. 

“With 75-80% of all sales going through the channel, it’s critical for businesses to be able to easily see the status of every partner and their activity without losing valuable time and resources trying to manage an increasingly complex tech stack. ZiftONE Global solves this issue,” said Lionel Farr, chief technology officer of Zift Solutions. “We’ve done the research, interviewed customers and partners, and have built the industry’s most comprehensive PRM to support the needs of customers today while providing the foundation for them to build long-term, profitable partner relationships.”

New features of ZiftONE Global include:

Global channel management: A centralized platform offers complete visibility into channel activity across all business units. The easy-to-understand dashboard provides decision makers and stakeholders with accurate insights and analytics showing the performance of all partners by marketing campaigns, revenue forecasts, sales and other key performance metrics.

Support for global growth and expansion: The platform is designed for easy onboarding of new partners and partner programs as organizations grow through acquisitions and expansion into new regions and sectors. 

Streamlined organization of products and services: Customers can easily group products and services by reseller, distributor, business unit, country, region and more. Presenting only relevant information to distinct audiences in a highly organized way avoids confusion, enabling partners to successfully move forward with their go-to-market strategies. 

Shared marketing assets: Each business unit or region has dedicated portals, content libraries and campaigns. Global admins and corporate marketing teams can place assets into specific portals to ensure consistent messaging and branding while allowing customization by language or product type. This allows partners to easily rebrand content and amplify marketing and sales campaigns using only approved materials.

Existing customers can learn more about ZiftONE Global by contacting their Customer Success Manager. Interested parties can contact the Zift Solutions team to learn more at www.ziftsolutions.com. 

About Zift Solutions

Founded in 2006, Zift Solutions is the only Partner Relationship Management (PRM) and Through-Channel Marketing Automation (TCMA) tool built as one to work as one. The company’s ZiftONE platform manages the flow from onboarding to enablement, lead generation to marketing, all the way through sales. Backed by the most experienced team in the industry, Zift was named the only leader in both Channel Marketing Automation and Partner Relationship Management by Forrester Research and a market leader in Partner Management Software and Through-Channel Marketing Software by G2. For more information, visit www.ziftsolutions.com.

The post Zift Solutions Launches ZiftONE Global for B2B Enterprises to Accelerate Growth and Drive Revenue Through Channel Partners appeared first on Zift Solutions.

Partner access to lead generation programs is typically gated through a tiered framework in which partners must first meet specific criteria or sales thresholds. However, lead generation programs may also be part of partner training wherein new partners can get their feet wet through co-selling qualified leads. 

Lead generation programs may be managed ad-hoc if limited to select partners but quickly becomes unwieldy when they need to scale to dozens or hundreds of partners. That scenario calls for a formal partner lead distribution program.

What Is a Partner Lead Distribution Program?

A partner lead distribution program is a process wherein a partner ecosystem manager strategically assigns individual end-customer leads to specific partner companies that are best suited to sell to or service them or, as noted earlier, have prequalified to receive leads.

What Are the Benefits of a Partner Lead Distribution Program?

A partner lead distribution program enables suppliers to:

• Boost Partner Program ROI – By delivering targeted leads to select partners, suppliers can drive a more predictable ROI from their indirect channels. Here’s how: By ensuring well-trained and high-performing partners handhold significant prospects, deals go smoother and close rates increase.
• Increase New Partner Recruitment – It’s no secret that recruiting productive partners has become more competitive over time, especially in the information and communications technology (ICT) channel, where commoditized solution providers beat the competition by throwing larger SPIFFs and promotions at their transacting partners. Of course, there’s a limit to how many Xs you can add to a SPIFF before deals become unprofitable. Typically, only larger companies with higher volumes of cash flow can handle an 8X or 10X SPIFF. One way to lure partner deals away from a larger competitor paying higher SPIFFs is to provide partners with qualified leads.
• Train New Partners During Onboarding – New partners need practice and assistance selling or deploying your solutions, especially if they’re venturing into a new vertical or technology type. Your program can rapidly advance your partner’s development by providing them with real-life opportunities to interact with qualified prospects in a co-selling motion during onboarding.
• Ingratiate New Partners – What better way to communicate your commitment to a partnership than dropping a potential deal into a new partner’s lap? An early win within the first couple of months of a new partnership creates positive momentum. Conversely, investing time in unproductive partnerships can prove frustrating for your partners and your C-Suite.

What Are the Steps to Creating a Partner Lead Distribution Program?

A partner lead distribution program is an ongoing, iterative process that involves acquiring, qualifying, scoring and distributing leads.

Step 1: Acquire Leads

Entire books have been written on how to generate end-customer leads, but for this article, we’ll simply categorize lead acquisition into two major buckets — inbound and outbound.

• Inbound lead generation activities typically include search engine marketing (SEM), which consists of pay-per-click (PPC) advertising and search engine optimization (SEO) to attract visitors to your website. Website visitors have read your company blogs, watched your videos, listened to your podcasts and seen your organization mentioned in relevant industry publications. These visitors become leads by filling out lead capture forms on your site, engaging with chatbots, emailing the appropriate contacts and calling your company phone number to discuss engaging your services.
• All these lead-capturing methods enable you to gather contact information, including name, email address, phone number, company name, company size and location. This info is stored in your customer relationship management platform (CRM), which can be integrated with your partner relationship management platform (PRM).
• Outbound lead generation activities typically include sending email drip cadences, messaging prospects on LinkedIn and other social platforms and making outbound calls to:
  • hot leads acquired from tradeshows
  • warm leads from co-marketing efforts with ecosystem partners
  • cold leads on target accounts from resources like ZoomInfo

Once your company has a base of interested end customer prospects, you’ll need to qualify them to ensure they’re the right fit for your solution set.

Step 2: Qualify Leads

Based on the information you’ve gathered on each lead, you’ll need to assess if they’re serviceable by your company. 

For example, an Internet access provider that only offers services in the United States can quickly rule out a prospect that needs Internet services in the rest of the world. In contrast, a cybersecurity provider that offers a customized solution that must work within an existing tech stack may need to set up an initial consultation to further qualify leads by asking about their specific needs, budget and timelines. 

Once the leads have been qualified as serviceable, you’ll need to score these leads.

Step 3: Score Leads

Lead scoring is assigning a numerical value to each lead your company generates. Scoring leads help your marketing teams prioritize the leads, engage appropriately and hand them off to qualified partners in your ecosystem. 

Develop a scoring system with your ecosystem’s partner types in mind. A prospect may be an excellent fit for your solution set, but that doesn’t necessarily mean they’ll be an ideal fit for all of your ecosystem partners. You can score leads based on multiple factors, such as:

• Fit – Is the lead in the right region for your partner? The right industry? The proper role to be purchasing the solution?
• Interest – How engaged has the lead been with your online content? Have they reached out in the past, but it wasn’t the right time to deploy your solution?
• New Business vs. Upsell – Upselling an existing customer may be an easier close. However, determining whether to engage may be influenced by different behaviors than for prospects. For example, rather than looking at website visits and engagement with your content as you would with a prospect, you might assess a customer’s support tickets, engagement during onboarding and use of your current products or services.

Lead scoring can vary based on the type of data you collect from leads interacting with your company:

• Demographic Information – If your company only sells to specific buyer personas, like a CIO, CTO or IT director, and one of those positions fills out a form, the lead score will increase. If the lead is inside your service area but is interested in a type of service available only in a particular geography, their score would decrease. If the form-fill on the site includes optional fields filled out correctly, the lead score may increase. 
• Company Information – Your company may be more inclined to service customers of a specific size, type or industry. The more they fit into your ideal customer profile (ICP), the higher the lead score. 
• Online Behavior – How leads interact with your site can help gauge their interest in your solutions and where they might be in their buying journey. For example, if they frequently visit your pricing page, they may be actively comparing your plan levels to competitors, potentially indicating a buying state. A site visitor who fills out a form requesting a consultation or a quote will score higher than a visitor who fills out a form to download an eBook or subscribe to a newsletter. 
• Email Engagement – Measuring prospects’ email open and click-through rates can help your team determine those who are most engaged and more likely to close. The more click-throughs and emails opened, the higher the lead score. 
• Social Engagement – Similar to email engagement, look at which prospects clicked through from organic and paid social media to your site and engagement with your company content on those platforms.

Step 4: Distribute Leads

Once the leads have been scored, they’re ready to send to your partners. Not so fast! First, you must figure out how to distribute which leads to which partners. You have several options to choose from. The most common lead distribution models include the following:

• Round robin – A round robin evenly distributes leads across the entire partner base without tiering or criteria-based screening. Newer programs or programs without strict parameters for lead distribution may opt for this model as it’s technically the most equitable and “fair” model for all partners involved. 
• Cherry-pick – A cherry-pick method involves distributing all leads to a shared resource for qualified partners to pick the leads they want out of an established pool. Lead quantity and deal size parameters must be set to ensure equity between qualified partners.
• Regional – A region-based or territory-based model involves segmenting and distributing leads to partners based on their location within a given country. For example, a lead based out of Boston, Massachusetts, would be assigned to a partner based in the northeastern United States. This method is particularly useful for solutions that require in-person visits to deploy. In an ecosystem model, you could also involve multiple in-region partners in the deal, one to nurture the sale and another to install the solution.  
• Vertical – An industry-based or vertical-based model is similar to a region-based model, except it includes partners with specific industry expertise or who meet particular compliance requirements to serve specific leads. For example, a healthcare lead may be sent to a partner who is educated in HIPAA requirements and can deploy HIPAA-compliant solutions. Similarly, a retail sector lead may be sent to a partner educated in PCI compliance and deploys PCI-certified solutions. 
• Top performer – A top performer model distributes leads to partners based entirely on merit, such as attributed revenue for transacting partners or  influenced revenue for non-transacting partners. Deployment partners may be offered projects based on the number of error-free installations completed. This model has the added benefit of only sending leads to partners who have earned them based on prior performance, which maximizes the ROI on your lead generation efforts. 
• Shotgun – In a shotgun model, partners are pre-evaluated based on strengths, skills and experience, factoring in their partner type. Right-fit leads are then shared among like partners on a first-come, first-served basis. Like the top performer model, this has the benefit of being merit-based while adding an element of competition for the best opportunities.
• Hybrid – A hybrid model incorporates various strategies to meet your ecosystem’s goals. So, for example, if a key benefit of joining your program is guaranteed lead distribution to all partners, then you’ll select a round-robin model. However, you might also set up a select tier that receives leads following the top-performer model to maximize ROI. So, in this example, your program will deliver leads to all partners, reserving the best leads for partners most likely to close them. 

What Software Enables a Partner Lead Distribution Program?

Partner relationship management (PRM) software platforms help automate partner lead distribution management. PRMs automatically assign and distribute qualified leads through email notifications and integrations into partner CRM platforms. As a result, partners get data such as lead profile information (name, company, etc.) and lead history (campaign, emails opened/clicked, website views, etc.) to help them easily and quickly engage. And providers get a complete picture of the sales lifecycle for each lead they distribute.

Looking for a PRM with automated partner lead distribution management?

Lead Distribution Management from ZiftONE enables your partner program to: