Channel development

Most of us carry around a label of some description, whether we like it or not. I guess that sometimes this can be helpful, other times less so.

For a long time I was categorised as a “channel guy” – which I think was because I had spent a significant portion of my working life at the vendor end of the value chain. This held all manner of implication and in some part unhelpfully so. You see, once someone has labelled you in a certain manner this means that is what you are and will always be – hmmm not sure that I am aligned with that thinking.

Anyway, back to my line of thinking – I believe it is true to say, that there are certain skills that can take time to hone, and therefore, the value is enhanced through time and experience. Seems logical – right? I also believe that looking at situations (challenges or problems if you will) from different perspectives can be valuable too – especially when it comes to relationships (I’m getting there – bear with me), like channel relationships. So I am surprised to see the poor way in which many vendors and other suppliers, act when it comes to setting up, running and developing (or not) a sales (and support) channel.

Mighty vendors with very deep pockets and large global reach appear to be happy to consider life in a single dimension (how they see it), and other “vendors” seem to flit from one deal to the next without really appearing to consider the value of each partner, or the investment they need to make in order to yield a return on effort and outlay for all concerned.

Why is this I wonder? Does everyone think that their product/solution or offer is so compelling that everyone is going to want to buy it and the channel are so lucky that you appointed them to claim their spoils from the streets that are paved with gold? Who knows! One thing is for sure – it’s probably a good time to be running a reseller business – as the solutions available for the channel appear to be outstanding – All the more reason therefore to ensure that you are doing a better job than the “crowd” in order to be heard above the noise, and earn the right to be called a great vendor to partner with.

So for me – it’s all about the people – You don’t build a business – you build people and then people build the business. Employ people who care, and want to be part of something awesome, and who also understands the requirements of setting up, running and developing a channel business. It’s not rocket science, but it isn’t about just turning up either. Success is waiting for those who move beyond the form filling and forecast gathering, to a co-selling approach with real hands on support and time investment ensuring your offering is well understood and the channel feel valued and invested.

But what do I know?

Start from the very beginning

I suppose I should begin with an introduction, so eh hem (clears throat)

Good to meet you all, my name is Graham Bunting and whilst I have been blogging and  tweeting for some years now, I decided to start a new blog with a specific purpose.

Mostly I have been sharing my thoughts almost randomly about whatever was on my mind at the time, but this blog is specifically for me to engage and share regarding channel business engagement. My definition for this where the transactions with customers of your product or solution are transacted through a third party “channel” partner. There are various models of this, but mostly it is advantageous for vendors to take their solutions to market through an established channel partnership – either directly through partners or via a master distributor and I will endeavour to cover as much as I can as regularly as I can for those that are interested. Stay tuned