PR & Marketing Group
In her excellent e-book “Channel Strategy & Marketing . . . for the Rest of Us” Jacqueline Franklin makes the observation, “A thriving channel is a business imperative for any company that wants to scale. In fact, I’m hard-pressed to name one billion dollar company that doesn’t use indirect channels.
“Many companies in the B2B technology market … with a formidable direct sales force (Oracle, EMC, etc.) … [concede] that they needed additional logistical and services capacity, especially if they wanted to reach the mid-market. Indirect channels, in other words, are critical to growth and are here to stay.”
Of course, I strongly agree and, as a channel professional, I’m pleased to see so many Australian IT companies actively embracing indirect channels. Worryingly, though, I’m increasingly hearing about vendor sales managers, with excellent track records managing direct sales teams, who treat their reselling channels as if they’re just a bigger bunch of reps. For those managers, here are some thought starters on why the indirect channel must be managed differently.
Just remember, your resellers are a sales channel, but they aren’t your sales force. You’ll be successful with your channel if you treat your resellers well, respect their independence and always strive for mutually beneficial relationships with them.
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