It is important to build a credible and capable cadre ofhighly competent channel management personnel in your company. For readers whoare managers of channel professionals, here’s a framework to evaluate thecompetency profile of an entire channel management organization.
Grade yourself.
Find out if your company is Excellent (morethan 80 per cent of channel management personnel). Or if you are justSatisfactory (60 to 80 per cent of channel management personnel). You can alsofind out if your company is Unsatisfactory (less than 60 per cent of channelmanagement personnel).
— Ability to set and maintain required partnerinvestment level.
Excellent — Satisfactory — Unsatisfactory
— Ability to deliver partner sales results.
Excellent — Satisfactory — Unsatisfactory
— Ability to have discussions with 100 per cent ofpartner CEOs.
Excellent — Satisfactory — Unsatisfactory
— Number of channel management personnel capable ofpartner business discussions
Excellent — Satisfactory — Unsatisfactory
— Number of channel management personnel capable ofreviewing partner strategy
Excellent — Satisfactory — Unsatisfactory
— Ability to talk/understand partnerfinance/profitability
Excellent — Satisfactory — Unsatisfactory
— Ability to create ROI scenario for channelpartners
Excellent — Satisfactory — Unsatisfactory
— Ability to show vendor ROI
Excellent — Satisfactory — Unsatisfactory
— Ability to understand partner capability
Excellent — Satisfactory — Unsatisfactory
The profile that has been generated by the above set ofquestions makes it clear whether you have a crisis in your channel managementorganization. You should target five or more Excellent scores. You shouldtarget no more than two Unsatisfactory scores.
Bruce Stuart, is president of ChannelCorp ManagementConsultants, a global management consulting firm that specializes in increasingthe productivity of vendors’ channels, and the value of the businesses of ITvendors’ channel partners.
