EDITOR’S COMMENT
B
uilding a successful partner programme is critical to
have success for all parties involved. Developing that
partner programme involves a few parameters and clear
understanding of the established terms.
It all starts with a good and fair reseller agreement that protects
the partner who is involved in the deal. A good reseller agreement
should clearly establish terms around payment, discounts, renewals,
deal protection and deal registration. With these terms established
and documented in a reseller agreement, there is no ambiguity.
Consistency with agreed-upon terms is critical and prevents the
potential for conflict.
With deal registration it is important to recognise the registered
partner and provide that partner with the preferential treatment when
other partners are asking for quotes. Competitive quotes are often the
result of a purchasing person looking for reference quotes to determine
that the price they are getting is fair. Providing that protection for the
registered partner gives them the insurance that they have the most
competitive quote and will help the deal close faster.
Renewal protection should be provided to the incumbent partner
as well. If a partner has helped win a deal, that partner should
be involved in future renewals with similar protection as deal
registration. This also benefits the end-customer too as the process
to renew is similar to the original purchase.
Companies that make a commitment to work with partners must
consistently work with partners. It is important to be consistent with
business terms. If you are working with a partner, keep working with
that partner until the deal is done. A certain way to ruin a relationship
with a partner is partner engagement on a deal followed by taking a
deal direct. There is no excuse for that behaviour.
And finally, as a vendor working through partners it is imperative
that you are responsive to the requests from partners. The sales
leverage that a partner can provide will be limited if you don’t
provide assistance in a timely manner. There is a saying that ‘the
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Issue 28
HAIG COLTER, DIRECTOR, ALLIANCES, THREATQUOTIENT
perception is the reality.’ If you are perceived
as responsive and helpful, you are more
likely to have success with your partners.
And similarly, if you are perceived as
unresponsive and difficult, you will likely not
have success with your partner community.
Successful partner programmes are not
difficult to build provided you are fair and
consistent with your partner community.
That fairness and consistency is essential to
establish the trust and assurances that will
drive success.
A certain way to ruin
a relationship with
a partner is partner
engagement on a deal
followed by taking
a deal direct. There
is no excuse for that
behaviour.
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