ChannelVision Jan-Feb 2017

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In my 15 years of leading channel
sales teams, I’ve had the op-
portunity to lead both novice and
experienced professionals. I’ve
seen almost every style, every energy
level, and certainly every excuse in
the book.
“If I can just get one more month,
I know that some of this activity will
begin to turn into revenue,” said al-
most every non-performer on planet
earth. “My funnel is huge!”
The problem is, there is a lack of
fundamental understanding in what
it takes to be successful in the field
of channel sales. Some sales profes-
sionals can be successful for a vari-
ety of reasons – luck (right product,
right place, right time), previous rela-
tionships, likability – but these traits
alone cannot translate into consis-
tent and enduring success. Further-
more, sales professionals that catch
lightning in a bottle will spend more
time doing the wrong things (trying to
recreate that lightning) than they will
building the fundamentals that will
result in sustainable success.
There are many factors that con-
tribute to sustained success in chan-
nel sales, but for the purpose of this
article I will focus on the most impor-
tant overarching driver: Enabling the
success of others.
If I were to ask 100 channel sales
professionals their formula for suc-
cess, I’m guaranteed to hear all of
the following: I’m fast, I’m respon-
sive, I’m likable, I can sell, I provide
them leads, and I entertain them.
These are all traits and tactics that
are important, but not one of them
can stand alone as a central causal-
ity for success. They fall under the
header of enabling the success of
the channel partner.
A channel partner is in business
for themselves. Their goals are tied
to their own finances, even if those
goals sometimes intersect with the
supplier that is trying to influence
them. Regardless of quotas, accuracy
and speed of quotes, relationships,
or anything else, channel partners
are in business to make money and
support their initiatives – not the
initiatives of the supplier. You may
influence a channel partner’s selling
habits by implementing a quota or
taking them to lunch, but the primary
motivation of the partner is to drive
business and make money for them-
selves or their organization.
The key to success in channel
sales is for the channel sales pro-
fessional to align their messaging
with the goals of the channel part-
ner. Drive activity that keeps the
partner’s financial goals in mind, and
ensure that all communication flows
in that manner.
For example, instead of saying,
The Secret Sauce to
Channel Sales
“You can get almost anything you want in life by helping
enough other people get what they want.” – Zig Ziglar
“you must attend this product webi-
nar to keep your partner agreement
with us,” consider saying, “this
product webinar should be a major
benefit to you as it will allow you
to sell (x).” Phrasing is absolutely
key in communicating with channel
partners, as they will not psycho-
logically respond well to directives
passed down to them by the sup-
plier’s organization.
A channel partner wants nothing
more than to win, and more often
than not, they will align themselves
with a supplier who gives them the
best chance to do so. If you want
to take your channel program to the
next level, stop thinking in terms of
how a partner can help you achieve
your goals, and begin thinking about
how you can help them achieve their
goals. If a partner is successful using
tools that your program has provided,
that partner will only be motivated to
come back for more.
Bruce Wirt is vice president of sales
and marketing at and vice presi-
dent of channel
development for
Connect
with Bruce on
LinkedIn to share
your success sto-
ries,
Channel Management
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January - February, 2017 | ChannelVision