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.
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Channel strategy shouldn't be reactive. Leaders must define their ideal partner ecosystem for 3-5 years out and proactively build towards it. This requires a vision-led approach and a willingness to stop servicing legacy models that don't fit the future.
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.
After acquiring ThousandEyes, Cisco used the "Scale, Skill, Will" framework to filter incoming partners. It assesses a partner’s customer base (Scale), technical alignment (Skill), and executive commitment (Will) to identify the best fits for mutual investment, ensuring focus and profitability.
For channel roles, prioritize candidates who are coachable and curious. These traits indicate a high growth mindset and predict long-term success more reliably than a pre-existing network of relationships, which can be built over time through credibility and a structured process.
uSecure initially underestimated how resource-constrained MSPs are. Their breakthrough came when they moved beyond simple PDF guides and built a white-labeled sales prospecting tool. This tool helped partners automatically build a data-driven business case for their own clients, proving uSecure understood their challenges and driving scale.
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.
To truly meet partners where they are, align your internal team structure with your partner segmentation strategy. Create dedicated internal groups specializing in different partner types, such as one team for advisory MSSPs and another for high-volume resellers. This ensures partners interact with managers who deeply understand their specific business model and needs.
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.
