EDITOR’S COMMENT
HOW CAN
CHANNEL
PARTNERS
DRIVE SUCCESS?
WEYINMI EGBE, ALLIANCE AND CHANNEL LEADER AT AFRICA
ORACLE TECHNOLOGY AND CLOUD SYSTEMS
P
artner channels are key for
organisations to expand coverage
in various markets; aiding in lower
distribution costs, maintaining profitability
and revenue growth. As companies seek
to capture new markets and gain new
customers, the optimal and astute method is
to leverage channel partners.
This, however, has to be done in a
structured and methodological way, so
that the channel is aligned to the growth
strategies and priorities and does not
erode brand credibility or cause unethical
exposures to the company.
In looking at an astute channel model to
drive sustainable growth there are four key
steps that must be considered:
1. Channel programme and market review.
2. Identify, qualify and select partners.
3. Partner on-boarding and
business planning.
4. Partner business reviews.
1. Channel programme and
market review
A partner programme cannot be driven in a
vacuum. It has to exist within the framework
of a channel programme which provides
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the right partner agreement
documents, engagement
rules, focus, incentives
and unique value
proposition for
partnering. As part
of this, an overview
of the market is
key to understand
the existing channel
partner landscape,
their strengths, focus
and current market impact.
The output from this should
be a channel map that details the landscape, players, influencers
and challengers. This will be a precursor to partner identification,
qualification and selection.
2. Identify, qualify and select partners
This should objectively be based on the partners market reach,
sales capabilities, technical capabilities and operations. Executive
commitment from channel partner leadership is key, as that
cascades to the commitment of the organisations sales, technical and
operational teams.
Successful partnership selection should be complemented
with a channel programme that drives focus for growth like
Oracle’s modernised partner programme. Our programme aligns
select partner focus into four categories: (1) Build for independent
software vendors, (2) Sell for cloud resellers, (3) Services for
system integrators and (4) License and hardware for traditional
hybrid partners. The goal should not be to fit every player in the
eco-system, rather for the more focused partnerships that are
committed to drive growth.
3. Partner on-boarding and business planning.
There should be a clear on-boarding plan based on the
partners’ focus that initiates the partner into the strategy,
sales methodology, products, process and people. The last phase
of the on-boarding should be a business planning session which
among other things should define a sales and technical enablement
plan, industry focus and pipeline, proposed demand generation
activities and engagements. The business plan should be agreed on
by all stakeholders.
4. Partner business reviews.
The final step of an astute partner programme/ model is to ensure
that there are regular business checkpoints, where all stakeholders
review the strategy, actions and activities planned, review
execution and modify engagements or strategy based on outcomes,
feedback and market intelligence. This should ideally be done every
three months.