Quais são os fatores-chave para uma liderança de vendas de canal bem-sucedida?

When co-selling with partners, it is imperative that you understand their goals and needs, as they may only sometimes be aligned with the customer. Extending the Decision Criteria to consider the Partner's Decision Criteria separately from the customer is a powerful tactic to ensure alignment.

sale? no thank you I am not talking about sales here. Friendship, empathy, and becoming a target become more meaningful. There is nothing more powerful than people with the same purpose and responsibility. Now think that even personal goals become important for the team. A stronger empathy will help you achieve your goals more quickly. Sales Management? no thank you Here I am talking about managing hearts and creating a strong friendly relationship, not necessarily emotional, with team members. It is true that sales do not pay attention to people's efforts, but results are important in sales. But a sales manager should consider efforts beyond numbers.

It's funny how everything comes full circle. Decades ago, Zig Ziglar, the Godfathers of sales, said "you can get anything you want in life, as long as you help enough people get what they want." That's the philosophy here. No one is going to go actively push your product or service on your behalf without getting what they need in return. It's an "I scratch your back, you scratch mine" proposition. You need direct and constant communication with your partners, and then, communicate INTERNALLY to make sure you actively deliver on those partner needs so that they're motivated, and even obligated, to reciprocate. As with all things sales, the key is understanding the needs of the other half of the equation, and delivering for them.

I feel strongly about the channel. I remember writing an article on LI moons ago on how looking outwards is in-itself an achievement. IMHO -should the parameters of your role allow for it (and if they don't you are probably not working for a true channel company), it's absolutely essentials to "feel" for your partners. To be able to be "in their shoes" and to be able to anticipate needs. They may or may not have to do with what you sell today. But then again, the value of meaningful connections for an altruistic purpose are well remembered. Executing a channel program well -esp in large companies is commendable. But again IMHO this does not equate channel sales leadership. Instilling a culture that thrives on feeling for your partners, is.

Another name for affiliate basically, its not that complicated your brand and the channel sales relationship with another brand simply agree to sell a product or service through that relationship that benfits both. I was once in the used sports equipment business, that resold slightly used equipment to youth sports organizations. By developing relationships with presidents and coaches we sold products to parents and organizations using those relationships with the coaches and presidents, they basically acted as outside sales agents or channel sales brands. The deals were essentially closed based on their personal brand. Establish relationships with people in similar industries and increase sales opportunities .

Treat your channel partners as much like an insider to your business as possible. Give them regular strategy updates, roadmap previews, and communicate launches as far in advance as practical.

Trust and rapport comes from the principle that the customer should not see any difference between dealing with us directly, or via one of our Channel Partners. For the CP, its all about the Partnership ; we work fairly and transparently, we face things together, we will both make mistakes and we will help each other out when we do.

In order to build trust, make sure you spend sufficient time with the channel partner and the team visiting clients and prospects, attending industry events, discussing the current and projected business, and when it comes to Asia, curve enough time for joint meals and after hours activities, because relationships are not built only around successful business, but mainly as a result of time shared, experience exchange and above all that extra special personal touch we can add as humans.

Imagine selling products or services through other businesses, like growing a garden. In this garden, trust is the soil, and rapport is the sunshine. Just like plants need care, your business partnerships need attention too. Water them with clear communication, and keep them happy by always keeping your promises. Understand their needs and goals, just like you'd understand a friend's feelings. When your partners succeed, celebrate their achievements, just like cheering for a flower that finally blossomed. In this sales garden, trust and rapport are the seeds of success. Nurture them well, and watch your partnerships grow strong and tall.

First and Foremost is to identify your partners by understanding their field of expertise then build your rapport with them. To get a successful relationship with the channel impart trainings time to time in alignment to your organisation goals and product. Also it is extremely essential to give them the needed support.

Alignment of goals and incentives is crucial. Here are a few things to focus on: 1. Clearly define what success looks like for both you and your partners, including financial gains, market expansion, customer satisfaction, etc. 2. Establish clear/regular communication channels (regular meetings and updates) to hold each other accountable. 3. Align incentives to your customer’s needs and expectations, not just your own. This ensures the partnership services the end client. 4. Review regularly and adapt accordingly, as things are changing fast in today's business environment.

Let me explain this with an example: You and your best friend are teaming up to create the most amazing sandcastle ever. To make it truly epic, you need to agree on what it should look like. That's exactly how channel sales leadership works! You and your sales partners are like a team of sandcastle builders, all working together to achieve the same goal, building the coolest sandcastle ever. And just like you and your friend would agree on a reward for your hard work (maybe a big ice cream sundae!), you and your sales partners should have exciting rewards in place for reaching your goals. Make sure everyone understands the plan, works together, and gets their well-deserved treats.

For successful channel sales leadership, sync your goals and rewards with your partners'. Have a shared vision of success, clear measurement, and rewarding achievements. Ensure these goals match customer needs and don't create conflicts between partners or with you. How? Set clear expectations, communicate well, and regularly check progress. It's like planning a trip together—everyone agrees on the destination, how to measure fun, and gets rewarded equally, making the journey smooth and enjoyable for all.

Just like superheroes need special powers and training to fight villains, our partners need the right tools and knowledge to sell our products like champions. By providing them with the proper training and support, we can transform them into sales superheroes. Imagine equipping our partners with personalized training that perfectly suits their strengths and weaknesses, just like a customized superhero suit. It's not just about selling products; it's about making our partners feel like the true heroes they are in our sales adventure.

Don't forget that training and enablement, as good as they may be, are not a `one size fits all` and thus must be tailored to the specific needs and background of your channel partner. In addition, understand that a drop and flop approach will not work here and one cannot expect the channel to start churning purchase orders immediately after training is completed. Development takes time and depending on the product and industry, it will take your channel partner months if not years to ramp up. So use this time to continue your support, align relevant resources and listen carefully to any and all feedbacks provided by channel as he move through his learning curve.

A key factor for collaboration is being able to communicate cohesively. The best way to do this is with a common language like MEDDPICC. It gives partners the framework to communicate on all matters relating to customer value, stakeholders, and process. Many brilliant tactics can support the initiative of fostering collaboration and innovation, but their effectiveness could be better with a common language.

One of the most important topics when planning a successful future in sales is adapting to the ever-changing landscape of the market. This ability to change to better suit clients, partners, and stakeholders will make you a commodity within the industry. This behavior will encourage organizational growth, internal maturity, and ensure successful, complex business relationships.

Last but not least, remember that business is done between people and for people so above all put people first because at the end of the journey, the successes, the failures, the experiences and the growth shall be the building blocks of the relationships you create and over time shall become your unique enablers to further your business and your own personal growth.

I believe we can mention another key factor for successful channel sales leadership, the careful study of establishing clear rules and goals that are truly possible to achieve. They must be bold, but not unrealistic, and the effort for success must be joint, with both parties engaged and motivating each other, in fact, it is not both sides, the sense must be "we are just one side, the right side".

Successful channel sales leadership hinges on several key factors that contribute to building and maintaining strong, productive relationships with channel partners. In my experience, it is best to practice Strong Relationship Building. For instance, cultivate strong, trust-based relationships with channel partners. Understanding their business models, markets, and challenges is crucial. By doing this, channel sales leaders can create a robust and effective sales ecosystem that drives growth and supports the success of both the company and its channel partners.