Or 1000 reps…. or more?
Here’s a scenario we’ve seen at ChannelAssist. A Partner Manager, with sales responsibility for a high volume reseller, plans on site floor walks to help the reseller’s inside sales teams sell more of her company’s products. The Partner Manager spends 1-2 days per week on site and there are more than 500 reps. How does she prioritize her limited time? In the past, she’s booked her time based on gut feel, relationships, and sales manager requests. Way too inefficient! The sales reports she’s had access to were too high level to guide time management. Problem is that she’s barely made her numbers, and her competitors are working hard at building partner mindshare.
She knows some of the reps that have enjoyed recent and big wins and tends to check in and see how she can help them. She doesn’t easily know which reps are selling the newer product lines and which are still focusing on the products that have been solid in previous years, but coming to the end of their life cycle. She’s can’t easily see the rep by rep, product by product trends and by the time quarterly partner review comes up, the quarter will be history.
If you’re interested in best practices in building both mind share and market share, this white paper provides useful insights – click here.
If you are concerned your channel partner’s loyalty to your brand may be at risk, you may find our blog on that topic helpful – click here.
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