Recognize the five signs that your channel is underperforming and turn the situation around by engaging and empowering your resellers.
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- John Fleming
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1 Recognize the five signs that your channel is underperforming and turn the situation around by engaging and empowering your resellers.
2 Your resellers success is critical to your own success. While there are some longstanding challenges to optimizing multi-step distribution models, today s insights and technologies have never been better suited to tackling them. This means that it s not difficult to engage and empower your resellers with a proactive, pro-growth channel strategy. For many companies, resellers are an integral part of the marketing and sales strategy. In the best cases, they are a seamless extension of the company sales organization, generating demand, delivering high quality service, and meeting sales goals. But for most companies, reaching the end customers and getting resellers to effectively market their products and services is a costly proposition. In order to ensure that resellers are producing, companies must constantly motivate this key growth partner allocating more and more resources to channel strategies and channel management. When this happens, investments in channel marketing may not be providing a sound Return On Investment (ROI). Revenew Inc., a channel marketing network solution provider, has researched channel strategies in an effort to determine how companies can best utilize channel partners and realize greater ROI. We looked at various components that determine the success of channel programs, including lead generation, promotional offers or incentives, reporting systems, marketing materials, and the ability to refine programs based on market feedback. We also analyzed the factors that foster and sustain strong long-term channel partnerships, such as brand strength, sales growth, and market leverage.
3 Why Pamper and Pressure when you can Engage and Empower? Our analysis suggests that companies tend to rely on channel marketing programs that pamper and pressure resellers to drive results. This pamper and pressure approach is based on the belief that resellers are simply sales organizations interested in easy revenues and they must be constantly incentivized to develop prospects and cultivate client relationships. In reality, most resellers see themselves as brands, driven to efficiently grow sales by maximizing the potential of each customer. These resellers are looking for brand support, specifically marketing programs aimed at gaining awareness and mindshare, meeting customer demand, and quickly responding to challenges in the local market. Therefore, as a core strategy, companies must engage and empower resellers to create a partnership where information and data are shared, programs are properly implemented, and performance is sustainable. However, partnership demands a great deal of trust, flexibility, and mutual accountability. Companies must let go of their pamper and pressure programs and adopt strategies that empower resellers to win customer mindshare, capture market share, and build their brand. Where to begin: Recognize the signs To transform pamper and pressure programs into engage and empower strategies, companies must first recognize the signs that indicate an existing marketing program is limiting rather than fostering growth.
4 Sign #1: Resellers depend on you for lead generation. Recognize the sign: Your company is in charge of developing lead generation strategies and delivering lists of qualified buyers to channel partners. If lead generation has become your responsibility, you are working for the channel instead of your channel partners working for you. It s a classic pampering technique that saps company resources and turns the resellers into order-takers. To make matters worse, resellers may see new company-supplied leads as a challenge rather than an opportunity and make a minimal effort to convert prospects into customers. Further, if following leads requires the reseller to enter into a new vertical market, they may shy away because they view the new market as a risk rather than a reward. Instead, resellers will focus the majority of their attention on two to three main suppliers typically the big name brands or on existing customers and prior successes. How this limits sales growth: Both companies and resellers are negatively affected when lead generation is the responsibility of the manufacturer not the reseller. Companies waste resources trying to uncover leads and resellers have little incentive to expand markets and win new customers. Further, there may be no system in place to track qualified leads and determine the success of marketing programs. Without actionable market intelligence, the company and the reseller are unable to improve lead generation and sales processes. Turning the situation around: Lead generation is more than a list of names. It is a process of building and maintaining relationships. Empower your resellers to generate leads by providing them with a centralized prospect database and marketing content that allows for the collection of information from interested parties. In addition, marketing automation technology optimized for distributed marketing can aid in the transfer of content, data and marketing funding to empower the channel to take back the responsibility of generating leads for their business and sell through for your products. Being able to leverage a centralized database for prospecting and being able to market easily to current customers for repeat business will result in growth for both you and your channel partner.
5 Sign #2: Twenty percent of your resellers consume all available channel support. Recognize the sign: As a general rule, your channel support team spends most of their time servicing 20 percent of your channel partners. The remaining 80 percent are largely ignored. As support teams focus on reacting to the demands of a few resellers, resources get stretched thin and you lose the ability to proactively develop and implement successful channel strategies. From our analysis, the 20 percent includes top resellers who aggressively market the products and need support as well as underperforming resellers who are simply pressuring the company for more resources. One challenge is to clearly identify those resellers who earn support and those who abuse it. The other challenge is to reach out to those 80 percent of resellers and empower them to realize their potential. How this limits sales growth: The lost revenue potential from that untapped 80 percent of your channel network is enormous but they can require more time and attention to produce results. Companies who try to meet this challenge tend to respond in a way that simply makes the situation worse. If companies try to solve this problem by reducing the number of channel partners, they ultimately limit growth. If they pour more resources into channel support, 20 percent of resellers continue to be the squeaky wheels that get the grease. Turning the situation around: It is important to understand that the marketing skill of your resellers ranges from primitive to sophisticated. This means that systems that can enable your resellers to deploy professional, co-branded marketing campaigns with limited to no support from your channel support team are integral. In addition, providing customization options within your pieces will allow your marketing savvy resellers to add more personality to their campaigns while those with limited marketing prowess can launch automatically cobranded campaigns with limited effort. Imagine if you could unlock the growth potential of the next 20 percent closest to your current top 20 percent. Even if you just enabled those resellers closest to the growth levels of your top channel partners in a way easier for you to support them can unlock significant incremental market growth for your brand.
6 Sign #3: Resellers dilute the brand by creating their own marketing materials. Recognize the sign: Across the channel, resellers often generate their own marketing materials that don t follow your brand standards. There are many reasons for this. Perhaps the marketing materials provided do not meet the resellers brand standards, or do not stress resellers solutions and services. Whatever the reason, the damage is done when consumers are bombarded with images and messages that may misrepresent the company s brand and undermine the company s market position. Then companies often end up pressuring these resellers to bring them back into compliance or pampering them by just tolerating this unproductive behavior. How this limits sales growth: Successful brand management requires consistency across all sales and communication channels including logos, colors, messaging, and other brand elements. When resellers ignore or don t follow brand standards, they are undermining the brand and reducing the value of your marketing investment. What s worse, their local marketing efforts won t align with your national brand programs a lost synergy that sub-optimizes your overall marketing investment. In addition, if the channel support team spends too much time policing reseller-generated materials, resources are diverted from pro-growth activities. Turning the situation around: Invest in educating your channel on your brand standards and strategies and reinforce the value of working together to reach, sell, and retain customers with a consistent message. It is also essential that you provide the channel with the content and materials that they need. Make maintaining your brand standards easy by providing an online, easy-to-use integrated marketing platform with ready-to-run content that can be easily customized and co-branded to feature their brand as well, so resellers can easily execute marketing programs that are consistent with your brand standards and that also leverages their local brand equity.
7 Sign #4: You can t see the results from co-op investment. Recognize the sign: Resellers have become masters at using co-op dollars to fund company golf outings and buying inventory perhaps labeled as demo equipment. This results in increased business costs and unproductive use of marketing resources. When companies attempt to add layers of controls to assure compliance of co-op rules, they often make the programs more costly and more cumbersome. Then, if resellers express concern over co-op requirements, many companies respond by loosening restrictions on co-op funds or offering discounts in place of co-op funds. These responses are indications that the company is pampering the reseller rather an empowering them. How this limits sales growth: Many companies recognize that coop programs deliver low return on investment, but they consider co-op dollars as cost of doing business. To get better results for existing programs, larger companies often increase the co-op amount significantly impacting profitability. Smaller companies may replace coop funds with discounts or rebates - eroding the brand and undermining the value of any channel marketing strategy. The discounts increase costs for companies and make resellers more focused on short-term cash incentives rather than on sustainable sales growth. Turning the situation around: Create marketing materials at a variety of price points so resellers can implement strategies within their budget and provide funded marketing materials to enable as many resellers as possible to run your programs. Automate and streamline the management of marketing funds by utilizing a system that enables the electronic allocation and management of funds. This system should allow you to control which programs are funded and which dealers can utilize those funds. This will allow you to ensure that co-op dollars are being spent on approved programs.
8 Sign #5: You don t know which marketing programs are working. Recognize the sign: Resellers are reluctant to share customer data and sales information with companies. They want to protect their turf and their customer lists. Even when resellers provide access to end user data, it is very difficult to tie the results back to a specific campaign. How this limits sales growth: Without end-user data, it s impossible to determine which marketing investments are effective, which programs to eliminate, which to modify, and which to repeat. Turning the situation around: Support the idea that shared information will lead to efficiencies and greater sales. Better yet, provide a closed-loop marketing system where marketing information is available to inform future programs. A system that protects the resellers lead contact information while providing the manufacturer marketing program results by reseller, region and in aggregate will provide the right data to further strengthen future programs without depending on manual reporting from the channel. In addition, if the company can t provide evidence that programs will generate real results, resellers become less motivated to implement existing or new programs.
9 Partnership and alignment drives profits. Channel marketing can be an engine for increasing sales and growing profits, but all too often the expense outweighs the benefits. For some companies, the answer is to actively investigate ways to eliminate or reduce dependence on the channel. For others, the answer is to funnel more resources into what are flawed strategies. We believe the answer is in alignment - adopting channel marketing strategies based on a shared success model. Shared success means acknowledging that both the company and the reseller will mutually benefit from the relationship by selling products and building both brands. Those companies that effectively align national and local brand management and demand generation will outperform those companies that continue to pursue traditional and flawed channel strategies. If the model is based only on selling products, and ignoring the importance of building brands, a power struggle will erupt over who owns customer loyalty. The company acts as if the reseller is replaceable and the reseller acts as if the product line is replaceable. This attitude is corrosive and eventually leads to mutual distrust. Alignment and shared success requires companies and resellers to recognize their unique roles in the sales process. Resellers should leverage their understanding of the market to generate leads, capture customers, and build market share. Companies should focus on delivering value to the customer with better products and services. And both parties should work to show the customer how each brand adds value.
10 Strong long-term channel relationships remain one of the most viable ways to increase market share, manage costs, and improve customer satisfaction, but these relationships must be cultivated. Both sides should be aware of the warning signs that indicate underperforming relationships and proactively implement programs that will support shared success. Companies should not feel compelled to pour resources into pamper and pressure strategies to drive performance. Instead, they strive to invest in programs that engage and empower to realize a sound ROI. About Revenew Revenew is the leader in Channel Networking and is the only technology platform that enables a network of manufacturers, resellers and industry groups to promote brands and generate demand together through distributed marketing. On Revenew s license-free cloud-based business networking platform, members can build target databases, access marketing content and funds online, customize and co-brand integrated campaigns and track results. It is a unique combination of distributed marketing automation, online fund management, content portal, contact management and business network enabling all members to grow their businesses faster and easier. To learn more about the Revenew Marketing Network, visit To create your free account, sign up at
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