The channel leader's job is not just to manage partners but to act as a diplomat, defending the company's position to the partner and vice-versa. Friction and irritation are seen as positive signs that business is happening, and resolving them builds stronger, more resilient relationships.
Varonis's channel leader found that 80 transactions across 45 partners in one country was not a real channel strategy. It indicated a direct sales team simply using partners for fulfillment at the last minute, rather than building strategic, repeatable business relationships with a focused group.
Instead of a simple two-way partnership, Varonis creates a "Power of Three" go-to-market motion. They team up with a complementary technology vendor and a mutual channel partner who resells both solutions. This creates a powerful, integrated story for the customer and generates leads for all three parties.
Varonis's channel leader adapts his approach based on cultural buying habits. In Sweden, customers consult trusted partners for advice, making partner enablement crucial. In the Netherlands, customers often decide independently and use partners primarily for transactions. This highlights the need for deep cultural understanding in international channel management.
Instead of just applying an old playbook, a new channel leader should brainstorm with partners to meet their specific market needs. The speaker gives an example of creating an "aggregator" model for smaller partners who couldn't sell an enterprise-only product, allowing them to buy in bulk and resell to their smaller customer base.
The company's complex data security platform uses a one-tier model with direct partner relationships. In contrast, its simpler email security solution is better suited for a one-to-many, two-tier model involving a distributor. This demonstrates that channel strategy must be tailored to the specific product, not just the company.