Finding common ground with the vendor

More discussion about mutually fruitful strategy should take place between vendor and reseller, claims Matt Downes

A key issue that is not much talked about is conflict between the needs of IT vendors and their channel partners.

Often the partner feels like the vendor holds all the cards and has no appreciation for the local market. The vendor, on the other hand, may feel as if the partner simply focuses on the easiest sales, ignoring vendor prompts to focus on other offerings.

Bridging this gap can be arduous, although obviously both partner and vendor want to increase their sales and therefore their profits. So what needs to be done?

First, there must be an understanding that a mutual growth plan between the partner and vendor would benefit each party. Direction, strategy and tactics must be pulled together to move the relationship forward and develop mutual trust.

The reseller must think about exactly what information will complement lead generation activities and grow the pipeline, and what needs to be done to acquire that information. If workshops and e-learning are not working, what are the alternatives?

Then ask the vendor how they could deliver these alternatives.

Look at issues within your local market that are not being addressed by your vendor. This could be something as obvious as providing offerings in different languages. In other areas more time should be set aside to discuss local sensitivities and demands.

A specific discussion on how the vendor can help the reseller lead the execution in the regions and local teams may often help both parties.

Channel managers and partner sales managers may run pipeline generation workshops with their teams, aligning these events with specific offering areas, and including tier-two as well as tier-one partners.

With mutual understanding and goals should come mutual benefit.

Matt Downes is executive vice president for sales and marketing at Strategy To Revenue (STR)