Partnership success hinges on more than executive alignment; it requires buy-in from the partner's technical team. These individuals are on the front lines, understand end-user problems intimately, and can quickly determine if a vendor's technology genuinely solves a recurring issue and fits their existing stack.

Shift partner tiering away from being solely based on sales volume. Instead, use a partner's investment in training and certification as the main parameter. This approach rewards commitment and capability, which are leading indicators of future success. It allows smaller, highly-invested partners to be recognized and supported appropriately.

Cisco establishes "value drivers"—quantifiable or time-bound success metrics based on the deal thesis—very early on. The diligence process is then used to rigorously test whether the target can achieve these specific metrics, ensuring a clear, data-driven path to value creation post-close.

Vendors often waste time pursuing large, well-known partners without checking for strategic alignment. A more effective approach is to first research a partner's website, target sectors, and existing solution stack. This simple due diligence can quickly reveal if there's a genuine fit, saving countless sales cycles.

Traditional revenue tiers (Gold, Silver, Bronze) are vendor-centric. A more effective approach is to classify partners by their business model. For example, an MSSP needs predictable upfront costs to build a service, while a value-added reseller may prefer volume-based rebates. Tailoring your program to their model, not just their size, is key.

Instead of centralizing partner qualification, provide Channel Account Managers (CAMs) with a clear framework like "Scale, Skill, Will." This empowers them to proactively decide where to invest their time, preventing them from spreading themselves too thin and ensuring focus on high-potential partners.

In a B2B supplier or distributor model, success depends on going downstream. You must understand not only your direct partner's business drivers and KPIs but also the needs of their end-customer. This allows you to align strategy across the entire value chain.

Instead of letting a partner program evolve organically, start with a clear vision of the ideal channel based on board-level metrics. Actively build towards that future state, which includes strategically stopping activities that only service a legacy model.

When a company has strong inbound interest, the sales playbook shifts from aggressive outreach to rigorous partner qualification. The team acts more like a DSP's supply side, carefully selecting who to work with to ensure quality and strategic fit, rather than working with everyone.