Think about this first

On paper, becoming a channel partner really is a dream job. You get to travel to a huge range of destinations, and you can also host parties as well. After all, what could be easier than dealing with other people who are passionate about your products? How hard can it be to really promote to this fan base and keep them happy/motivated?

In practice, however, becoming a channel partner does, in fact, come with its own set of complex challenges. A crucial role of being a channel partner is to have a very specific personality. You also need to have a certain level of flair as well. This really does make the job harder, and if you are not careful then you may end up compromising your own carer.

Collectively, both external and internal factors will eventually amount to a high-pressure job. Today, too many partners are sales focused. They need to know deep down that their role involves offering external support. This can include business advice, sales and even capabilities development as well. They need to be able to co-market and educate those around them. Sometimes they need to have operational knowledge of inventory, and they need to work with the end-partner too.

When you look at McBain, the modern-day channel manager should have the ability to act as a business consultant so that they can meet the dynamics of today’s market. The entire channel really is expected to do more with less nowadays. The channel receives well over 80% of its quota with 30% or less of the resources they have.

Channel partners really are weighed down because they don’t have access to the things that they need. This is also hindered by a change in cultural behaviour as well, which makes things even more difficult. Channel managers are trying to do everything they can here, as the cause for profitability with a channel really is being affected by a shift in cultural behaviour. The relationship game is now dead, and more needs to be done to try and support those who need it the most.

The channel really does have a fantastic legacy of techniques and this is designed to help them gain trust and even commitment from partners. They have also stated that commitment is also required. The days of trying to drive meaningful revenues from partners on the golf course or even over a steak dinner are now long gone. Channel partners are expected to help profitability consultants and they are also trying to develop new business strategies as well. What partners need to do now is give enough advice so that they can grow as profitably as possible.

Today, channel managers are those who have expert abilities when it comes to partners. They need to be able to display knowledge across a ton of key areas and they also need to be able to advertise key business development skills. Having experience with profitability is crucial as well because gaining loyalty and equipment really is not enough. Channel managers need to be equipped with their partners so that they can build capabilities. They also need to be able to advise themselves on how to create pipelines and how to manage partner development very easily.

A lot of vendors nowadays happen to rely on the experience of individual channel managers so that they can provide council and advice. The problem is that a lot of channel managers really don’t have this skill and they also don’t have the training required either.